Lee Macilwinen

When a startup is working with a strategic partner, whether in marketing or sales or engineering, etc. set expectations early on with roles and responsbilities, performance metrics, etc. For example, if you decide to outsource your development to a strategic partner, be sure to have a contract that clearly states expectations with timelines and who owns what responsibility. Have frequent, albeit brief, check-in meetings to ensure the projects are on track and expectations are being met. This helps to build trust, which is the foundation of any partnership.

Consider adding a slide that tells how you plan to exit and when. Include examples of exits in your space and timelines and any M&A activity you feel is relevant to show typical TTM or EBITDA multiples. Pitchbook is a great resource for this.

The Q&A after the pitch is perhaps as important as the pitch itself. It’s when we/investors get to probe into more detail and see how you handle tough questions. Be as transparent as you can be… and if you don’t know the answer then say that and then get back to us quickly with your answer. Building trust between founder and investor is key and the Q&A is a great time to do that.

In addition to addressing a well-defined market need with a differentiated product, your pitch should tell a story… Your story. Why you, why now?