Title: Lessons from Reviewing Thousands of Pitch Decks
As someone who spends five years evaluating pitch decks and listening to pitches from entrepreneurs across the United States, I’ve had the chance to encounter ideas ranging from biotech and SaaS to consumer packaged goods and agtech. My clients have included first-time founders, Fortune 500 executives, and serial entrepreneurs. Along the way, I’ve seen a mix of missteps, some pivots, and a few notable successes.
With that background, here are some reflections I gathered during a quiet weekend of contemplation.
Build a business, not just an invention
A common pitfall I observe among STEM or technically oriented founders is a heavy emphasis on the technical details of their invention. It’s easy to land a slot with a VC and then spend the entire meeting deep in the science or architecture of the solution. Unless the listener shares that same technical expertise, the conversation quickly becomes inaccessible. Investors understand business fundamentals. What is the business case? You may have identified a significant problem and a potential solution, but what are the costs, the total addressable market, and the path to profitability? Without those answers, progress stalls.
Focus on “you,” not “I”
Many pitches conclude with statements like, “If I had the money, I could make this happen.” The problem: the investor is being asked to finance an idea, not a charity. They’re considering tens or hundreds of thousands—or millions—of dollars. What’s in it for them? Experienced investors are not swayed by buzzwords or grand promises of a billion-dollar outcome. To a skeptic, such pitches can feel empty.
Put yourself in the investor’s shoes. What would you want to know if someone were asking for that level of funding? Isn’t it reasonable to expect a clear value proposition for the investor?
Fundraising is a full-time job
From concept to closed deal, fundraising can take a year or more. The process often requires a substantial time commitment to identify prospects, engage them, secure commitments, and manage relationships after investment. Meanwhile, as the CEO, you must continue leading and growing the business—sales, marketing, operations, logistics, and scaling. In today’s environment, capital isn’t handed out for free simply because a founder believes in their plan. Expect a rigorous, hustle-driven process.
Final thoughts
I recognize this post may come across as blunt. I, too, started as a first-time founder and wish someone had delivered this plain-spoken guidance—cutting through the noise and focusing on practical, actionable insights. If this perspective helps even a few founders navigate the fundraising journey more effectively, I’m glad to share it.
