- What is a pitch deck?
- Why do you need a pitch deck?
- What are investors looking for in a pitch deck?
- What slides should you include in your pitch deck?
- How much content do you need per slide?
- Cover Slide
- Summary Slide
- Problem Slide
- Solution Slide
- Product Slide
- Business Model Slide
- Market Opportunity Slide
- Competition Slide
- Growth Strategy Slide
- Traction Slide
- Financials Slide
- Team Slide
- Funding Slide
- Your Elevator Pitch
- Pitch Deck & Startup Resources List
Click Contents ↥ any time to return to this Table of Contents.
What is a pitch deck?
A pitch deck is a short presentation of 10-15 slides. As a startup founder, use your pitch deck to introduce your business to potential investors. These investors can include angel investors, venture capitalists, customers, and business partners.
Why do you need a pitch deck?
You need a pitch deck because it's the fastest, easiest way to present your business to investors.
Use your pitch deck to describe the compelling opportunity available to those who invest early. Proactively address the fundamental questions every investor wants answered when they read or listen to your pitch:
- What problem do you solve, and who do you solve it for?
- Who do you compete against, and what makes you better?
- How big is your market, and how fast is it growing?
- How do you make money, and how big could you get?
- How will you acquire and retain customers — profitably and at scale?
- What makes your team the right team?
- How much capital do you need to get from where you are now to escape velocity?
In many ways, your pitch deck is a visual summary of your business plan. Does that mean you must write a business plan before you build your pitch deck? No. But it does mean your deck will need to address every aspect of your business that you'd cover in a business plan.
What are investors looking for in a pitch deck?
TL;DR: A chance to invest early in a new business with strong potential for a significant return on investment combined with minimal risk of failure.
What do you think investors are thinking about when they read or listen to your pitch deck? In short, they are evaluating your business from two angles:
- Return — The potential return on an investment in your business
- Risk — The risks that might prevent them from getting that return
Stock market investors seek out investments that offer the highest return with the least risk. Startup investors are just the same. Your job is to convince them that your business can deliver a higher return with less risk than all the other businesses they are also considering.
Why must you show significant growth potential?
Most startup investors seek at least a 5-10x return on their investment. With this in mind, you must convince them you can grow the value of your business 5-10x over the next few years. In technology, multiples of revenue (and profits where they exist) drive business valuations. Learn more about software company valuations here.
So the bottom line is you must convince investors your business can deliver 5-10x revenue growth.
T2D3 revenue growth
The best technology companies show "T2D3" revenue growth in their first few years. T2D3 stands for triple-triple-double-double-double. Keep this in mind as you model your revenue growth. The following revenue ramp would look very attractive to investors assuming you can make it happen.
$1M > $3M > $9M > $18M > $36M
Explain how you will minimize risk & avoid common startup failures
When investors read or listen to your pitch deck, they are assessing the following three investment risks:
- Market Risk — Are you addressing a large, growing market?
- Product Risk — Can you build a compelling product with a sustainable competitive advantage?
- Execution Risk (aka Team Risk) — Does your team have the industry, operations, and technology expertise to acquire and retain new customers? Profitably, and at scale? And to translate a large market and differentiated product into a sizeable long-term business?
Market failure happens when your product targets a market that doesn't exist. Or is too small to drive interesting revenues.
Product failure results from a product that is not useful, not usable, or not competitive.
Execution failure results from poor leadership, sales, marketing, customer service, or financial management. Or your team lacks expertise in your chosen industry or technology. Or you have no prior experience scaling a startup from MVP and product-market fit to a thriving business.
VC legend Andy Rachleff, formerly of Benchmark Capital (eBay, OpenTable, Snapchat, Twitter, and Uber), created his Law of Startup Success which states:
- When a great team meets a lousy market, the market wins.
- When a lousy team meets a great market, the market wins.
- When a great team meets a great market, something special happens.
Traction speaks louder than words
Traction goes a long way toward minimizing market, product, and execution risk for many investors. By traction, I mean several months of accelerating customer adoption and revenue growth. If you have it, flaunt it. Traction will always increase your chances of getting funded.
Product Market Fit
In many cases, investors are looking for product market fit. Tangible proof that there is a market for your product and that customers are willing to select your product over the alternatives.
Marc Andreesen, cofounder and general partner of Andreessen Horowitz (Asana, Box, Facebook, Pinterest, Slack), wrote the definitive article on product market fit. Read here. My definition of product market fit is that you have a growing base of paying customers that are live and referenceable. In the absence of happy, deloyed customers, upstream indicators like engaged leads or new sales provide at least a leading indicator of product market fit.
For a rigorous yet simple approach to establishing and managing product market fit, check out this article by Rahul Vohra, founder and CEO of Superhuman.
Start with a story
The best investor decks start with an engaging origin story. Many founders start a company to solve a problem that impacted them personally. Or to address an unmet need they experienced. Tell that story. You'll get more interest if you start your pitch with a personal experience that your audience can relate to.
What slides should you include in your pitch deck?
Now let's take a look at what you should include in your deck and why. First, remember that your pitch deck is a visual summary of your business. So it needs to address every aspect of your business that you might include in a business plan.
There are many opinions on exactly how many slides you should include in your pitch deck and in what sequence. For the sake of argument, I'll use the slides and flow I use in a free pitch deck template I created for a startup mentoring group in California a few years ago. I'll use screenshots from this deck to illustrate the information I recommend you include on each slide of your pitch deck.
Before we get into details, here's the outline:
- Cover: Announce your big idea—the one thing you do better than anyone else. You have 10 seconds to hook your audience.
- Summary: Summarize the highlights of your business and investment opportunity. Provide a teaser for what's to come.
- Problem: Describe the problem you solve. Identify your target customers (and users) and explain why they are frustrated with current solutions.
- Solution: Explain how you provide a better solution and list the unique benefits for customers and users.
- Product: Show how your product works in three simple steps. Keep it visual.
- Business Model: Explain how you make money.
- Market Opportunity: Show much money you'll make when you dominate your target market. Bottom-up and top-down.
- Competition: List your competitors. Explain why your product is better than theirs in the eyes of your customers and users.
- Growth Strategy: Explain how you will acquire and retain customers profitably at scale. And how you will keep your product competitive.
- Traction: Offer tangible proof that customers love your product and are willing to pay for it.
- Financials: Provide a simple model, with explicit assumptions, of how much money you can make in the next 3-5 years.
- Team: Introduce a team that clearly has the experience and expertise to transform your opportunity into a large, profitable business.
- Funding: Ask for the money you need and explain exactly what you will do with it.
- Summary: Restate the highlights of your business and investment opportunity as a closer.
- Appendix: Optional. Include a few slides with positive press mentions, happy customer quotes, a summary of your technology stack, your detailed financial model, executive and advisor bios, etc.
A note on slide titles
Don't feel compelled to use these exact slide titles. For example, your Problem slide might read "Getting an affordable mobile detail on demand is impossible." And your Solution slide could read "Introducing the first mobile app for on-demand auto details." And your Team slide may read "Strong team with 50+ years of relevant experience and expertise." When you read the slide titles of the best pitch decks they tell the story from beginning to end.
Personally, I like the standard slide titles above with a more descriptive subtitle. Let your sub-title be the key takeaway for the slide. Add an image or chart with a few short bullets, and you're good to go. Nobody wants to read long, boring slides that try to communicate too much. Embrace the KISS principle and think of each slide as a newspaper article. Your slide title is the headline, your sub-title expands on the headline, and your image and bullets provide the details. Your story builds slide by slide until you reach your final slide — the ask!
How much content do you need per slide?
You'll need two versions of your pitch deck. The read me version, and the listen to me version. Most investors will want to see your pitch deck before they agree to meet you. Your "read-me" version needs more detail so it can stand alone. Your "listen-to-me" version is the one you use when you can present in person to an audience. You need fewer details on your listen-to-me slides because you replace them with speaking points. You want your audience to spend more time listening to you and less time reading your slides. In case it's not obvious, start with your read-me version and then edit out the detail as required to create your listen-to-me version.
Remember Steve Jobs? He was the Zen master of the listen-to-me pitch. You can find some great examples of other founders giving their listen-to-me pitches on the various incubator websites.
Tip: It's easy to get writer's block when creating your pitch deck. For that reason, I recommend that you start your deck in Excel or Word, not PowerPoint. Create two columns. One for the slide title and one for the slide content. This technique will force you to initially focus on the words you need to tell your story. It's also easier to scan your pitch deck slides in this format to make sure they work together to tell your story. Enhancing those words with images and other graphical elements comes later.
Now let's start looking at what you should include in each slide of your pitch deck. We'll start with your cover slide.
Cover Slide — Pitch Deck Template
Use this slide to introduce your big idea. You need to hook your audience fast before they lose focus. Grab their attention in the first 10 seconds, and you'll have them for the next 20 minutes. Describe what you do in a simple declarative statement. E.g., "Mint is a quick and easy way to track your spending online." Or use a well-known company as a comparison. E.g., DogVacay is "AirBnB for dogs." If your investor can see why they or others would need your product or service then you've passed the first test. If not, you may have already lost them.
Include a statement of the primary benefit for your primary customer or user if you like. And add a simple image if it reinforces your big idea without distraction.
Summary Slide — Pitch Deck Template
Summarize the highlights of your business before you go any further. There's no reason to make investors wait until the end of your presentation to join the dots. In fact, without this summary, they might not bother reading or listening to the end at all. So explain your investment thesis upfront and give them a reason to pay attention to the slides that follow.
Remember, they are looking for investments that provide the highest return with the least risk. So make sure you emphasize your growth potential and explain how you will reduce market, product, and execution risk.
Don't try to give your presentation off this slide. Just spend 30 seconds assuring your audience that you have solid answers to their most pressing questions. As a bonus, some investors will pepper you with questions right from the opening slide. Use this slide to let them know you'll be getting to all of their questions in short order.
Definitely include traction on this slide if you can. Nothing gets investors more excited than traction. It provides instant validation of your business and gives you significant credibility. Put another way; it proves "the dogs like the dog food." With traction, investors will assume everything you say is true. Without traction, investors will question everything you say.
Tip: The best pitch decks start with a story or question that immediately engages the audience. Start your presentation by asking and answering your own question. For example, a defense software startup might open with the following. "Why did the DoD agree to spend $10M a year with us 2 weeks after reviewing our software?"
Problem Slide — Pitch Deck Template
Explain the problem you solve. Or the unmet need you address. Use simple terms that any investor can understand. Identify the people who are dealing with this problem. These are your target customers and users. Define your ideal customer (verticals, geographies, revenue range, employee count range) and target personas (departments, roles, titles).
A quick note on customers versus users: Put simply, users use and customers pay. For example, people searching for golf clubs on Google are users. Golf equipment companies that advertise on Google are customers.
How painful is the problem you solve? Is it a must-solve problem or a nice-to-solve problem? Is it the number one problem for your customers and users? Or a minor irritation? How do your customers and users solve this problem today? Manually? Or with some older generation technology? What are the issues with these current solutions (your competitors) that create the opportunity for a new solution like yours?
Is your problem obvious? If not, what proof do you have that it exists?
Note that your Problem slide is the setup for your Solution and Competition slides. Each problem on your Problem slide should be matched by a benefit — and supporting features — on your Solution slide. Similarly, the feature-benefit pairings on your Solution slide provide the basis for any head-to-head competition with you competitors on your Competition slide.
Solution Slide — Pitch Deck Template
In your Problem slide, you should have explained how your customers and users have been solving a painful problem before you came along. And you should have discussed their issues with those current solutions.
Now it's time to describe your solution as a new alternative. Again, use simple language. First, what is it? Provide some high-level context for your audience. Is it an app? A website? A device?
Next, what does it do? And what are the significant features and benefits for your customers and users? Again, derive each benefit from a feature that solves a problem you introduced in your Problem slide.
If current solutions are slow, expensive, and difficult to use, what is your solution? Faster? Less expensive? Easier to use? Once presented, your answers beg the next question: by how much? How much faster? How much cheaper? How much easier to use? Enough for your target customers and users to care? Enough to make them switch to your solution?
Think about a product or service that you recently switched to and ask yourself why you changed.
Product Slide — Pitch Deck Template
In your Solution slide, you described the what and why of your product. What is it? What does it do? And why will your customers and users care enough to stop using current solutions and switch to yours? Now you need to make your product very tangible to investors by explaining how it works. This is where you transition from what and why to how.
Keep it simple and show how you product works in three easy steps. Show your product user experience for each customer and user identified in your Problem slide. You don't need to do a demo here. Screenshots (or video) are sufficient — and have the benefit of never crashing in front of investors. They also work great for investors who are skimming through your deck while standing in line at Starbucks. If you do link to a demo video, make sure you generate captions for your video so people can watch it without the sound.
Your Product slide is also a great place to highlight any technology patents you might own or have in the works. If your patents prevent competitors from copying critical aspects of your solution, then consider adding a dedicated Technology slide. Think about Overture's patent on pay-per-click advertising as an example of a strong patent that provided a significant competitive advantage. Briefly describe your patents and explain where they fit into your solution. For example, are the patents core to your product or peripheral? Remember also to mention your patents' filing status.
Business Model Slide — Pitch Deck Template
Now it's time to explain how you make money. Keep it simple. DO focus on the primary revenue model you will use to monetize your customers. DON'T provide a laundry list of potential revenue streams that may never materialize.
Investors prefer active revenue streams (products or services) to passive revenue streams (advertising or affiliate fees). The exception to this rule is when the passive revenue is attached to a very sticky free product like Google or Facebook.
Investors also prefer recurring revenue streams, like monthly or annual subscriptions. They know that keeping existing customers is less expensive than acquiring new customers.
Provide proof that your target customers are willing to pay your price. A growing base of paying customers would be definitive proof. But survey results or a quote from a prospect is better than nothing if you have not yet launched.
Your Business Model slide sets up your Market Opportunity slide, where you show how much money you can make if you dominate your market. Your business model drives the bottom-up version of your Market Opportunity slide.
Market Opportunity Slide — Pitch Deck Template
Your market is the collection of potential customers for your product or service. Many investors like to see both a top-down and bottom-up analysis. The bottom-up analysis is more credible. If you only pick one, choose bottom-up.
A top-down analysis shows the following three market sizes. Reference the most reliable sources available for your top-down market sizing numbers. Don't use global numbers unless you expect to be a global business within your first few years. Include growth rate (CAGR) data if you can. Investors want to invest in a growing market, not a stagnant or shrinking market.
- Total Addressable Market (TAM) — All the people who could buy your product or service. E.g., All auto detail customers in the US.
- Serviceable Addressable Market (SAM) — The subset of your TAM who are likely to buy your current product. E.g., All mobile auto detail customers in the US.
- Serviceable Obtainable Market (SOM) — The subset of your SAM that you can reasonably obtain in the next 3-5 years. Aka your realistic market share. E.g., 10-20% of all mobile auto detail customers in the US.
Reference any external forces — such as new technologies or legislation — that could accelerate your market's growth or extend its life. This helps investors answer the "why now" question.
A bottom up analysis uses simple math to size your market opportunity. How many people could buy your product each year? And how much would they pay?
Annual market opportunity = Annual customer count x average sale value
Most investors will do this math themselves. They'll ask you how much your first few customers paid you and then ask you how many more similar customers exist that you can readily sell to.
This analysis lays out your two underlying assumptions for investors. First, the number of customers and transactions. Second, the average price paid per customer per transaction per year for your product. You hope that investors will agree that your assumptions are reasonable. Regardless, you gain credibility by using explicit assumptions. I recommend using big round numbers that are easier to process and remember.
Competition Slide — Pitch Deck Template
The Competition slide is critical for investors. And yet many startups do a poor job with it and are unable to differentiate their product. Remember that investors want to reduce market risk and product risk. It's easy to identify a large, growing market. It's much harder to build a differentiated product that will convince customers and users to switch solutions.
Never make the mistake of saying you have no competitors. You will lose credibility fast. A market with no competitors suggests that your market doesn't exist or is too small to pursue. You must identify your competitors. And you must provide at least 1-2 sustainable competitive advantages.
Bear in mind that you will have both direct and indirect competitors. Be sure to identify both. Google, for example, competes directly with Facebook and other providers of online advertising. They also compete indirectly with TV, radio, print, and other providers of offline advertising.
If you are pioneering new technology, your competition might only be the old manual way of doing things. For example, before Uber, we had to call a cab company for our 5 am ride to the airport.
You have two options for the layout of your Competition slide. The first is the classic "Gartner Magic Quadrant" 2x2 competitive landscape chart. Here you identify the two most important points of differentiation between you and your competitors and construct your graph accordingly. In the example below, Gleamr is more convenient and less expensive than other options.
A second option is the competitive matrix/grid. This is the classic "we have it; they don't" grid. With this option, list important solution features and benefits down the left side of your table. Then list yourself and your competitors across the top. Note that "important" is what your target customers consider valuable, not you. With five features/benefits plus yourself and three major competitors, you would end up with a 5x4 grid. Your solution should be the only one that checks the box for all five features/benefits that drive your target customers' purchase decisions.
Growth Strategy Slide — Pitch Deck Template
This slide addresses execution risk. Some people call it the Go-to-Market slide. Use it to convince investors that you can transform a competitive product for an attractive market into a substantial, sustainable business. You must discuss your execution plan for each of these three critical startup activities:
- Customer Acquisition — How will Sales and Marketing create awareness, generate demand, and close new customers for your product?
- Customer Retention — How will Customer Service keep customers happy so you don't lose them to competitors?
- Product Innovation — How will Product Development enhance and extend your solutions to maintan your competitive advantage?
You need to share three key metrics with investors to show you have a viable business that can scale. You need to get empirical data for these three numbers as soon as possible.
- Customer Acquisition Costs (CAC) — What's your fully loaded cost to acquire a customer? E.g., $100. CAC should include all your sales and marketing expenses.
- Lifetime Value of Customer (LTV) — How much will a customer pay you before you lose them? E.g., $100/mo x 48 months = $4,800. Some calculations assume five years for all new customers. Remember to factor in a churn rate assumption.
- Payback Period — How long does it take for a customer to cover their acquisition cost? E.g., $100/$100/mo = 1 month using the example above.
Generating an LTV that is 3-5x your CAC is a fundamental prerequisite for a profitable business.
The easiest way to calculate CAC and LTV is to do it period by period. For example, add up all your sales and marketing costs for a month or quarter. That's your CAC. Then add up your new customer revenue for the same period and calculate your LTV.
Traction Slide — Pitch Deck Template
This slide can make or break you. Traction speaks volumes. It addresses all three risk factors investors consider when evaluating your pitch: 1)Market risk, 2) Product risk, and 3) Execution risk.
If customers are buying, there must be a market for your product. Your product must be competitive. And you must have at least some marketing and sales expertise. Once you show traction, the only questions remaining are 1) Can you replicate your initial success at scale, and 2) Can you keep your product competitive as you grow. Many people call this state product-market fit (PMF).
The conversation changes with traction. You switch from asking investors to fund an idea to funding growth. Funding ideas comes with a lot of market and product risk. Funding growth puts those risks behind you and your investors, and the focus becomes execution risk.
Measure and report traction using acquisition, retention, and expansion metrics. Use them to manage your business and measure success. These metrics include your average customer acquisition cost (CAC), the average lifetime value of your customer (LTV), your total number of paying customers, monthly active users (MAUs), your monthly recurring revenue (MRR), your average revenue per user (ARPU), your monthly churn rate, your net revenue retention (NRR), and so on.
When using key metrics to illustrate traction, don't stop with point-in-time snapshots. Trends and comparisons tell a bigger story. An attractive scenario for investors, for example, might be customers and revenue doubling monthly, shorter sales cycles, larger deals, and declining customer acquisition costs.
If you haven't yet launched your product, then you have no traction to discuss. In that case, use this slide to identify significant milestones for product, hiring, and funding. Even if you don't have traction, you should still list your traction metrics. It tells investors you understand the mechanics of your business and the levers you will need to pull to make it successful. When discussing key metrics, which include revenue growth, I recommend you also call out your revenue drivers. More on this on the Financials slide coming next.
Financials Slide — Pitch Deck Template
Your Financials slide presents your best-guess projection of revenue and expenses for the next three years. The numbers themselves aren't that important. Just make sure they are not so small that they are uninteresting to investors. And not so large that they are unbelievable. Remember, the T2D3 rule of thumb mentioned earlier represents an attractive revenue curve.
Get your numbers into the right ballpark and highlight your key assumptions. These assumptions include your revenue drivers plus operating expenses for marketing, sales, product development, and customer service. Investors can then decide for themselves if they think your assumptions are reasonable.
Include cumulative EBIT (Earnings Before Interest and Tax). This lets investors see how much money you will burn before you become profitable. I also suggest you include percentages alongside your numbers. This saves investors from doing math in their heads for things like margins and various operating expenses as a percent of revenue. Most investors have a good idea, based on experience, of what percentage of revenue you should spend on each operation.
Team Slide — Pitch Deck Template
Your Team slide is another critical slide that often gets insufficient attention. It speaks to execution risk. Investors want to see experience and expertise in as many of the following areas as possible.
- Similar Startups: E.g., Founders or early/key employees in a similar startup. Bonus points for a startup that became a market leader and/or achieved a successful exit.
- Similar Technology: E.g., Built a similar product for another company or startup.
- Similar Markets: E.g., Successfully marketed and sold products into the company's current target market.
Your team must include a business leader who owns and drives the company and product visions. And it must include a technology leader who owns and drives product delivery. Investors also like to see brand-name startups on a team member's resume. And they also like to see team members who have worked together before, ideally for another startup, especially if that startup was successful.
Include every important member of your extended team on your team slide. Your extended team includes founders, key employees, advisors, and any existing investors. You only need to list current titles and current and former companies on the Team slide. You can provide detailed bios in your appendix.
Creating an advisory board is a simple way to add industry expertise to your "team." For example, being able to say, "We have the CMO of the largest real estate brokerage in the world on our advisory board" boosts your credibility if you're focusing on a real estate opportunity. Advisors can also help you refine your business and product vision and connect you to others who can do the same. You can also use advisors to add technology and startup experience and expertise to your team.
If you have a particularly strong team, you can move this slide up to the early part of your presentation.
Funding Slide — Pitch Deck Template
Finally, we come to the ask slide. By now, you should have identified a large, growing market, described (or launched) a competitive product, and introduced a team that can get the job done. In other words, you should have convinced your audience that you can deliver a high return on investment with low market, product, and execution risk.
Now it's time to ask for the money. Tie your ask back to the financial model on your Financials slide. In my example below, Gleamr is asking for the $2M they need to execute Year 1 of their business plan. The plan identifies what traction (users, customers, and revenue) the investor should expect. And how much of their money Gleamr will spend on Sales, Marketing, Customer Support, and Product.
Summary Slide (Again) — Pitch Deck Template
Leave a second copy of your Summary slide up while you answer questions. It lets you refer back to each of your investor highlights and end on a high note.
That completes our discussion of what to include in your pitch deck. Before I finish, let's take a moment to talk about elevator pitches.
Why You Also Need an Elevator Pitch
Your elevator pitch is a written summary of your pitch deck that an investor can skim in 30 seconds or less. It's also something you or someone you trust can forward to an investor to pique their interest. Most investors want a reason to NOT read or listen to your pitch deck. Catch their attention with a crisp, compelling elevator pitch to get past this first obstacle. Your elevator pitch is a summary of the content in your pitch deck and is easy to produce once your deck is done. Here's an elevator pitch template for you to use. It includes sample content using our Gleamr example.
Check out this free elevator pitch generator for more help.
Elevator Pitch Template
[ your company name ] is [ your solution ] for [ your target customers/users ]. We help [ your customers/users ] [ solve this problem with these benefits ].
We're initially targeting [ your market ]. We make our money by [ your business model ]. We acquire customers by [ your customer acquisition strategy ]. Our Lifetime Value of Customer (LTV) is [ your multiple ] of our Customer Acquisition Cost (CAC).
We have [ your team advantage ], [ your technology advantage ]. [ your traction statement ].
We're seeking [ your desired funding ] to [ your primary use of funds raised ].
Elevator Pitch Example
Gleamr is "Uber for mobile auto details." We help consumers get an affordable, professional auto detail wherever
they are, whenever they want. And we help mobile
auto detailers spend less time chasing customers and more time detailing cars.
We're initially targeting the $12B US market for mobile auto details. We make our money by collecting a 15% transaction fee from auto detailers. We acquire customers primarily through online marketing and we currently get a 5x return on our customer acquisition cost.
We have an experienced team with deep domain expertise, patent-pending technology and a significant first-mover advantage. In our first six months we've signed up 1,600 detailers and 16,000 consumers. We're currently making $162K a month and doubling users and revenue every month.
We're seeking $2M in Series A funding which will fund the next year of our business plan, getting us to $5.6M in ARR.
Pitch Deck & Startup Resources List
Listed A-Z by source.
- AVC — Fred Wilson — Musings of a VC in New York
- Founder Institute — Our Favorite Startup VC Pitching Resources
- Pmarchive — Archive of the best articles from Marc Andreessen's original blog
- SaaStr — 3 Things That Make a Good VC Pitch Deck … Great
- SaaStr University — How to Build A Winning Deck and Make Investors Believe You're the Next Unicorn (video)
- Techstars — Entrepreneur’s Toolkit
- Venture Hacks — Pitching Hacks (How to pitch startups to investors)
- Venture Hacks Bible — Every post from Venture Hacks, ever!
- Y Combinator — The Pitch Deck
- Y Combinator — Startup Library
Got suggestions for other resources? Please let me know.Contents ↥ | Get help with your pitch deck