How to structuralize your pitch deck


One of the main aspects of pitch decks to consider is their overall structure. A deck can thrive or fail spectacularly based on the amount of clarity and information conciseness you provide. Here are two possible standard, nevertheless, effective ways to structure your pitch deck in order to raise the probability of successful investment.

How to structuralize your pitch deck

Investment teaser - aka investment deck

INTRO

  • Make an impact and hook your audience
  • Storytelling is a great way to achieve this, and it is a good idea to implement this so that you can smoothly transition to the next section
  • Consider having your logo on this slide

PROBLEM

  • Determine what problems your customers have as well as the ones you are solving
  • This is supposed to be a direct setup for the next section

SOLUTION

  • State how you will solve/tackle these problems, your USPs (Unique Seling Proposition)
  • Try to be more specific, (saving X for Y client)

PRODUCT

  • Include what your product looks like, as well as its strongest features and added value, and how it changes the customer’s life on the individual level
  • If your product is technologically advanced or has a specific process included within its function, include IP protection (utility or design patent)
  • Make sure that you do not spend too much time on the technical aspects

MARKET

  • How big is the market in general? Make sure to specify with strong currencies (EUR or USD)
  • Cover TAM, SAM, and SOM. Include the growth of the market (e.g., CAGR)
  • Breaking down your market into more distinct segments can help

BUSINESS MODEL

  • Monetary gains overview/your revenue model (be specific, differentiate recurring and non-recurring)
  • How willing are your customers to spend their money on your service/product?
  • What are your cost levels to generate profit

COMPETITORS

  • Do not say you have no competition, basically, every business idea does
  • Compare the effectiveness of all solutions and highlight competitive advantages
  • You can use tables and/or graphs

TEAM

  • Position this slide based on your past startup success (if you are a founder with a successful exit, feel free to put the slide after the introduction)
  • Describe the team members of your management team (add pictures, their skills, past jobs, and expertise - anything relevant to show how competent they are). Add mentors, advisors, and investors (highlight success)

FUNDRAISING (ASK)

  • How much are you raising
  • how much have you raised so far, and from whom?
  • What will you accomplish with this sum (e.g., x months runaway to accomplish X users or clients, Y revenue, and Z market presence)

CONTACT

  • Leave all the information you consider necessary on the final slide
  • Ideally legal form of your company, location, and your contact information

Additional content for a full deck:

GO-TO-MARKET STRATEGY

  • Who are you selling your product to, and through which channels (ads, sales promotions, personal sales, partner network)
  • Outline the sales process
  • Define your barriers and limits, and explain how you mean to overcome them

TRACTION AND MILESTONES

  • MRR and ARPU (average revenue per user)
  • What are your metrics to date (CAC, LTV, churn)
  • Registered users (linear progression, statistics) or indicate deal flow/pipeline if you’re using B2B (ideally including closing rate)
  • Partnership, press and what you have overcome and how

FINANCIAL PROJECTIONS

  • Show realistic assumptions and use relevant data (Consider including optimistic, realistic, and pessimistic scenarios)
  • Show 3–5-year projections (GAAP) – the plan ultimately shows how ambitious you are, include historical data if you have it

Examples of past pitch decks and what could be improved about them today:

Revolut - a strong deck, however, they are missing a team slide, and their business model is a bit unclear

Transferwise - good, but they are lacking in the market size section and differentiators in the competition slide

BuzzFeed - the deck is too oriented on the product and they are missing the necessary financials, but they get away with it mainly because of their overall traction