Write the argument before designing slides
Write one sentence for each link in your case: this customer has this problem; current options leave this gap; our solution changes the outcome; we have evidence; this is how it can be sustainable; this team can run the next test; this is the support that test needs.
If two sentences contradict each other, fix the thinking before adjusting colors. A beautiful deck cannot rescue an unclear business model.
Start with the customer
Name a real segment and the situation in which the problem appears.
Show the evidence
Use observations, behavior, or outcomes—not only survey enthusiasm.
Make the ask traceable
Tie every rupee or requested introduction to a concrete milestone.
Use evidence in layers
Founders often have evidence at different strengths. Label it accurately so a reader can tell what has happened from what you hope will happen.
| Evidence level | Examples | How to phrase it |
|---|---|---|
| Observed | Customer interviews, workflow observations, prototype tests | “In 18 interviews, 12 described…” |
| Committed | Paid pilot, signed letter, order, booked trial | Name the scope and status; do not imply an unsigned conversation is a contract. |
| Early usage | Activation, repeat use, retention, pilot completion | Give the time window, cohort size, and definition. |
| Forecast | Market estimate, revenue plan, conversion target | Label as a projection and state the main assumptions. |
Make every slide do one job
- Lead with a conclusion: “Clinics lose 6 hours each week reconciling referrals” is stronger than “Problem.”
- Give charts a plain-language takeaway and label the units, period, and sample size.
- Use product screenshots only when the audience can read them; crop around the one interaction that matters.
- Use contrast and whitespace consistently. Keep decorative backgrounds away from charts and small text.
- Delete any slide that only repeats a previous claim without adding evidence or a decision.
Adapt the deck to the reader
| Audience | Lead with | Be especially clear about |
|---|---|---|
| Angel or VC | Customer pain, growth path, evidence | Business model, ownership terms, risks, use of capital |
| Grant or incubator | Need, novelty, public or technical value | Eligibility, work plan, budget, measurable outputs |
| Reward backers | Product, maker, why this matters | Reward, timeline, fulfillment limits, risks, no guaranteed outcome |
| Strategic partner | Shared customer or capability | Pilot scope, roles, data, decision process |
A 30-minute final review
Read only the headlines
They should tell the whole story in order.
Check every number
Add a source, date, definition, or assumption note to each material claim.
Ask a skeptical reader
What would they need to believe for this to work? Where is that shown?
Check the actual PDF
Inspect fonts, contrast, links, chart labels, file size, and page order after export.
Make the ask explicit
Tell the reader what action to take, how to reach you, and what happens next.
One last reminder
This original guide is educational, not legal, tax, investment, or financial advice. Use current facts, verify local requirements, and ask a qualified professional when the decision affects your obligations.