Pitching the Plan and Financial Projections www.thecapitalnetwork.org

1. Pitching the Plan: The Deck
June 18, 2013

2. Jeremy Halpern
Biography
› Nu#er,
McClennen
&
Fish,
LLP
-­‐
Partner;
Director
of
Biz
Dev,
Emerging
Companies
Team
• Top
10
Boston
law
firm
• Represent
clients
in
technology,
hardware,
soJware,
mobile,
medical
devices,
health
IT,
biotechnology,
cleantech
CPG,
consumer
electronics,
sports
&
entertainment
• Provide
support
and
outreach
to
the
entrepreneurial
community
› Boards
and
OrganizaOons
› MassVentures
–
Director
&
Investment
Commi#ee
Member
• The
Venture
Arm
of
the
Commonwealth-­‐-­‐
catalyzing
innovaOon
in
Massachuse#s
by
providing
seed
and
early
stage
venture
funding
to
high
growth
technology
startups.
› The
Capital
Network
–
Director;
Past
Chairman
• Providing
educaOon,
resources
and
community
to
high
growth
entrepreneurs
and
angel
investors
as
they
navigate
the
early
stage
capital
process
› Entrepreneurial
Experience
-­‐
Entertainment
and
Digital
Consumer
Products
› UC
Berkeley,
B.A.
(Go
Bears!);
UCLA
School
of
Law,
J.D.
2

3. Christopher Mirabile
Biography
• Co-­‐Managing
Director
of
LaunchPad
Venture
Group
•
Named
XConomy's
"Top
Angel
Investors
in
New
England"
for
2012
• Adjunct
lecturer
in
the
MBA
program
at
Babson
College
• Entrepreneur-­‐in-­‐Residence
at
Babson's
Olin
School
of
Business.
• Previous:
• CFO
-­‐
IONA
Technologies
PLC
• Corporate
and
securiOes
lawyer
-­‐
Testa
Hurwitz
&
Thibeault
• Management
consultant
with
Price
Waterhouse's
Strategic
ConsulOng
Group
• Christopher
earned
his
J.D.
from
Boston
College
Law
School
and
his
B.A.,
with
honors,
from
Colgate
University
3

4. Gail Hoffman
Biography
• Managing
Director
–
Golden
Seeds
• Previous
• Corporate
Finance
Department
of
Dean
Wi#er
Reynolds
• Boston
Ventures
Management
Inc.,
a
private
equity
firm
focused
on
the
communicaOons
and
entertainment
industries.
• Received
an
MBA
with
High
DisOncOon
from
The
University
of
Pennsylvania’s
Wharton
School
4

5. Nutter’s Emerging Companies Group
5
As
a
full
service
firm
with
a
dedicated
team
of
lawyers
in
the
Emerging
Companies
Group,
Nu=er
supports
ventures
across
the
innova>on
economy:
• Biomedical
Devices
• Biotechnology
• PharmaceuOcals
• Life
sciences
• SoJware
• Hardware
• InformaOon
Technology
• Cleantech
• Mobile
• Consumer
Products
• AnalyOcs
• New
Media
• RoboOcsa
We
provide
entrepreneurs
will
the
full
spectrum
of
support
that
they
need
to
build
their
businesses
and
realize
their
visions:
• EnOty
FormaOon
• Founders
Agreements
• Financing
Strategy
and
Key
IntroducOons
• Angel
&
Venture
Capital
• Debt
Financing
• Private
Equity
• IniOal
Public
Offerings
• Private
Placements
• Strategic
Partnering
• Mergers
&
AcquisiOons
• Employment
support
• Equity
CompensaOon
• Tax
Strategy
• LiOgaOon
• Licensing
• DistribuOon
• Manufacturing
• Supply
Agreements
• Electronic
Commerce
• Patent
and
Trademark
Strategy
&
ProsecuOon

6. Cover Slide Introduction
• 1
Minute
Elevator
Pitch
– Get
their
a#enOon!
• Introduce
company
without
distracOng
from
spoken
introducOon
• Sets
the
tempo
• Content:
– Logo
– Tag
Line
–
should
explain
business
and
begin
to
differenOate
– Contact
informaOon
‒ Name
of
the
investor/group
to
whom
presentaOon
is
delivered
‒ Possibly
a
non-­‐distracOng
picture
• Be
enthusiasOc
–
people
buy
from
people
not
PowerPoint
6

7. Company Value Proposition (*Zoom out)
• Argued
to
be
most
important
slide
in
presentaOon
–
a
1
slide
summary
– Important
enough
to
repeat
3
Omes
– Bookend
the
deck
–
begin
and
end
presentaOon
• Content
objecOve
–
why
should
investors
invest
– 5-­‐7
bullets
outlining
strengths
and
direcOon
of
presentaOon
• Core
technology
• Product
candidates
• Market
opportunity
• Key
partnerships
• Management
strengths
7

8. The Problem a/k/a the Opportunity
• What
is
the
unsolved
problem
or
need?
• Who
has
this
problem?
Define
your
Core
Customer
and
their
a#ributes
• How
serious
is
it?
Do
you
have
Metrics?
– Magnitude
:
How
significant
is
it?
Can
you
quanOfy
it?
– Frequency:
How
oJen
is
pain
experienced
(life
insurance
vs.
coffee)
– CriOcality:
Will
the
pain
disrupt
the
business
(e.g.,
IT
outage).
• Cancer
Drug
vs.
Aspirin
vs.
Vitamin?
• How
have
the
alternaOve
offerings
failed
to
meet
the
need?
• Analysis
of
why
has
the
problem
not
been
solved
unOl
now?
• Remember!
– Customers
buy
if
they
experience
need,
not
if
society
does.
– Business
customer
buy
to
make
money
or
solve
problems.
8

9. Product/Service Solution
• Describe
your
product
or
service?
• What
does
it
do
and
how
does
it
work?
• Do
not
get
too
detailed?
Assume
technical
ma#ers
will
be
validated
later.
• Use
pictures
or
diagrams
where
possible.
• Demo
/
screen
shots,
etc.
if
necessary.
• How
does
it
fit
within
the
customer’s
environment?
• What
proof
of
concept
have
you
achieved?
Prototype?
Beta?
• What
proof
do
you
have
of
its
effecOveness?
• Use
accurate
words
to
describe
phase
of
development:
• “it
does”
vs.
“it
will”
vs.
“it
may”
9

10. LifeSci Only:
Regulatory Progress and Path
• Are
you
IND
or
510k?
Any
addiOonal
details?
• Costs
and
Oming
and
paOent
populaOon
of
trials
needed
to
obtain
approval?
• Phase
1,
Phase
2
(2b),
Phase
III
• Strategy?
•
Team
or
consultants
with
experience
in
obtaining
approval?
• Roadblocks
or
risks?
• RelaOonship
of
path
to
exit
Oming
10

11. Solution Value Proposition and
Competitive Advantage (*Zoom In)
• How
is
your
soluOon
be#er,
faster
or
cheaper
than
the
exisOng
soluOons
for
your
customer?
**Remember
Different
≠
Be#er**
– Saves
costs
-­‐
– Drives
revenue
or
customer
acquisiOon
– Allows
customer
to
offer
its
customers
a
superior
value
proposiOon
– Decreases
risks
– Leverages
customer’s
exisOng
customers
or
soluOons
– Provides
enjoyment,
recreaOon,
educaOon,
Ome
saving…
(consumer
product)
• How
much
be#er,
faster,
cheaper?
Can
you
quanOfy
the
value
proposiOon
to
the
customer?
– Can
you
validate
that
your
soluOon
is
be#er?
Do
you
have
data
to
indicate
that
such
items
are
meaningful
to
the
customer?
– Can
you
quanOfy
a
Return
on
Investment
(ROI)
for
your
customer.
11

12. • Who
is
compeOng
with
you?
• Barriers
to
entry
for
you?
For
others?
Ones
that
you
are
creaOng?
Competitive Landscape
12
• Blocking
IP
• Startup
Cost
to
compeOOon
• Change
Cost
to
customers
• Geography
• Contract
exclusivity
or
change
penalOes
• Market
dominaOng
companies
(“800lb
Gorillas”)
• CompeOOve
Advantage
revisited
-­‐
Why
will
you
be
able
to
win
(not
“cooler”)
• Points
soluOon
vs.
total
soluOons
• Current
major
compeOtors
and
why
you
will
beat
them
• Avoiding
the
“no-­‐compeOOon
trap”
• Explaining
their
trends
of
growth
or
contracOon
• On
a
matrix
–
show
advantages
and
areas
where
you
don’t
compete
• Pick
metrics
your
customers
care
about
not
just
those
you
“win”
at!
• Avoid
upper
right
quadrant
graphs

13. Comparative Advantage &
Focus
Criteria
1
Criteria
2
Criteria
3
Criteria
4
You
CompeOtor
1
CompeOtor
2
CompeOtor
3
13
• Choose
criteria
important
to
your
customers
and
to
end
users
/
paOents
• Show
focus:
being
best
in
class
in
only
certain
things
• Show
where
you
are
not
compeOng

14. • How
and
when
will
you
make
money?
• Who
is
going
to
pay
(i.e,
what
is
the
“Revenue
Model”)?
Who
are
YOUR
customers?
• Manufacturing
and
commercializaOon
strategies
• Timing
and
frequency
of
buying
decision
and
payments
• Average
$/purchase?
Likely
to
increase
or
decrease?
• Cost
of
Customer
AcquisiOon
(CCA/CAC)
vs.
LifeOme
Value
of
Customer
(LTV/LVC)
• Fixed
vs.
variable
costs
• Revenue
Model
–
and
consequences
to
volume,
price,
margin
etc.
of
each:
• Direct
/
Indirect
Sales
• Razor
and
Blade
• Professional
Services
• SAAS
• Licensing
• Government
Contractor
Strategy:
Business and Revenue Model
14

15. • How
you
get
your
customers
and
costs
• How
you
actually
deliver
soluOon
to
customers
(trucks,
distributors
or
click?)
• Go-­‐to-­‐Market
and
General
MarkeOng
strategies
• How
you
incenOvize
and
compensate
sales
(if
applicable)
• Explain
geography
and
expansion
strategy
(scaling
or
growth
issues)
• Discuss
criOcal
distribuOon
partners,
opOons
and
roadblocks
• Core
business
vs.
non-­‐core
business
• potenOal
licensing
or
spin-­‐off
opportunity
• Conversion
metrics
(idenOficaOon
>
lead
>
sales
process
>
conversion)
Sales and Distribution Model
15

16. LifeSci Only: Cost vs Revenue /
Role of Reimbursement
• You
cannot
“help
the
system
save
money”
– if
your
soluOon
is
cheaper
than
the
compeOOon,
understanding
the
moOvaOon
of
the
payor
vs
the
provider
(to
whom
cost
may
equal
revenue)
• Will
you
need
reimbursement?
– Status
of
code
designaOon?
Strategy?
• Comparables
for
reimbursement
pricing?
• If
deployed
onto
paOents,
the
long
term
savings
to
payor?
16

17. • Industry
size
=
the
total
revenue
generated
in
a
segment
of
the
economy.
• These
are
what
are
tracked
by
Forrester,
Gartner,
Thomson
etc.
• Only
useful
for
trend
analysis,
not
for
evaluaOng
investability.
• Example:
“The
internet
adverOsing
industry
is
an
$X
billion
industry”
• Addressable
Market
=
the
total
amount
of
revenue
that
your
company
could
generate
if
it
acquired
every
potenOal
customer
(the
“Addressable
PopulaOon”).
• Willing
and
able
buyers
that
you
can
reach
• Ini>al
Target
Market:
subset
of
the
addressable
market
for
whom
the
value
proposiOon
is
truly
compelling
and
obvious
at
product
introducOon.
• Annual
Sales:
that
subset
of
the
addressable
market
or
the
iniOal
target
market
who
buy
or
who
are
likely
to
buy
each
year.
• Explain
how
the
market
is
changing
and
why.
• Customers,
pricing,
compeOOon,
new
technology,
etc.
• $500m
TAM
vs.
$50m
TAM
–
know
your
investors!
The Addressable Market
17

18. • Intellectual
Property:
Patents,
Trademarks,
Copyrights,
Trade
Secret
• Difference
between
provisional,
applicaOons
and
granted
patents
• Patent
strategy
• IP
that
covers
advantage
vs.
extraneous
claims/assets
• How
unique
is
your
soluOon?
• Trade
Secret
and
development
lead;
Ease
of
replicaOon
• Cost/Ability
of
customer
to
replace
your
SoluOon
• Key
relaOonships
• Contractual
protecOon
• FDA
Approvals
• SancOoned
monopolies
(e.g.,
cable
systems)
Defensibility
18

19. Management Team and
Advisors
• Top
execuOves,
Board
of
Directors,
Board
of
Advisors
&
SAB
• Startup,
domain,
customers
or
key
opinion
experience
• Prior
success
• Balance
• Cohesiveness
• Don’t
put
their
whole
resume
on
the
slide
• Only
show
acOves
• Current
staffing
gaps
and
strategy
for
filling
• OrientaOon
towards
success
not
control
(“Rich”
not
“Monarch”)
19

20. Current Status: Achievements and
Upcoming Milestones
• Demonstrate
current
progress
and
achievement
of
milestones
• Development
partnerships
• DistribuOon
partnerships
• Customer
acquisiOon
progress
(conversion
rates)
• PublicaOons
• Financing
• Team
Developments
• Upcoming
milestones
and
Challenges
• Gant-­‐style
Charts
• How
you
will
overcome
the
challenges/weakness
(ex.
key
hire)
• OJen
integrated
with
use
of
proceeds
slide
20

21. • IdenOfy
exisOng/Oming
of
prior
preferred
stock
deals
• Cash
and
monthly
cash
burn
• How
much
of
burn
is
variable
vs.
fixed
• Lowest
you
can
the
Burn
without
killing
the
company
• Time
and
investment
dollars
to
reach
cash
flow
posiOve
• Timing
and
quanOty
of
future
rounds
• Current
round
size
and
Oming
• Use
of
proceeds
-­‐
what
will
it
be
used
for?
What
will
it
buy?
• OpOmal
deal
structure
• Pre
Money
ValuaOon
• Dangers
of
including
suggested
valuaOons
• Dangers
of
not
knowing
the
appropriate
valuaOons
Funding, Cash and Use of
Proceeds
21

22. • Technology
/
Product
–
Will
the
soluOon
work?
Can
you
build
it?
• Business
Model
–
Can
you
sell
the
soluOon
at
margin?
• Supply
–
Can
you
acquire
and
manage
criOcal
vendors
• Customer
AdopOon
Risk
–
Will
the
Dogs
eat
the
Dog
Food?
• Market
Dynamics
–
Do
customers
have
cash
and
the
will
to
spend?
• DistribuOon
Risk
-­‐
Can
you
acquire
and
run
criOcal
distribuOon
and
sales
points?
• CompeOOon
Risk
–
Is
there
an
opportunity
in
the
marketplace?
Will
an
800lb
gorilla
eat
your
lunch?
• Financial
risks
–Will
you
have
sufficient
or
available
capital
now
and
in
the
future?
• Legal
risks
–Freedom
to
operate
?
Do
you
have
the
ability
to
defend
your
IP?
• Regulatory
risks
–
Are
there
barriers
beyond
your
ability
to
influence?
• Team
risks
–
Is
our
product
or
customer
knowledge
distributed
and
accessible?
• Exit
Risk
–
Are
there
willing
buyers
(or
a
public
market)
for
your
company?
Risks and Plans
22

23. • Length
to
liquidity
• IPO
vs.
M&A
vs.
Licensing
(vs.
other)
• PotenOal
Acquirers
• Acquirer
characterisOcs
and
raOonale
for
acquisiOon
• How
frothy
is
the
current/expected
market
now
and
at
maturity
• Recent
exits
for
similarly
situated
companies
• ValuaOons
(if
available)
• Counterpoint:
Building
a
company
vs.
building
an
exit
Exit Strategy and Options
23

24. Summary
Slide
/
Investment
RaOonale
• End
with
a
summary
of
what
you
have
just
said.
• Leave
them
with
the
key
message
points
you
are
trying
to
convey.
• Be
prepared
for
quesOons
•
Appendices
• All
of
the
informaOon
that
may
backstop
your
conclusions
• Case
studies
• Customer
tesOmonials
• More
detailed
technical
or
product
informaOon
• More
detailed
market
or
customer
informaOon
• Demo
videos
24

25. • P&L
–
Historical
+
3-­‐5yrs;
OJen
with
cash,
customers
and
headcount
• Segment
revenue
by
type
of
revenue
• Fixed
vs.
Variable
cost
structure
• Revenue
and
Margin
RaOos
• Think
about
cash
flow
Oming
issues
–
see
revenue
model
(e.g.,
direct/
reimbursement)
• Bo#om-­‐Up
vs.
Top-­‐Down
projecOons
• AssumpOon
tab
in
the
Excel
build
• What
does
“conservaOve”
mean:
Use
of
High
/
Medium
/
Low
• Perfect
vs.
FuncOonal
–
Running
your
business
vs.
Building
a
model
• AnOcipaOng
investor
cutback
• Risks
of
projecOons
being
Oed
to
equity
and
compensaOon
• ValuaOon
Issues
Financials and Projections
25

26. FINANCIALS AND
PROJECTIONS – DEEP DIVE
26

27. Building
ProjecOons:
Yeah,
but…
• Business
plans
with
financial
projecOons
are
necessary…
– Bo#oms-­‐up
vs.
Top-­‐down
– HINT:
You're
trying
to
talk
yourself
out
of
this!
• Financial
projecOons
are
a
key
porOon
of
the
due
diligence
most
investors
perform
• I’ve
heard
that
I
don’t
really
have
to
build
a
business
plan
with
financial
projecOons
because
no
one
actually
reads
it…
Investors
are
more
interested
in
the
assump1ons
made
when
building
financial
projec1ons,
not
the
exact
bo;om
line
FOR
YOU

28. More
on
Scenario
Planning…
Worst-­‐case
scenarios
should
answer
“What
happens
if
there
is
no
outside
capital?”
– if
the
answer
isn't
'grow
slower',
is
this
a
pipe
dream?
Best-­‐case
scenarios
should
answer
“What
does
this
business
look
like
if
everything
goes
right?”
– if
the
answer
isn’t
a
huge
financial
win
for
your
investor,
is
this
a
pipe
dream?
Most-­‐likely
scenarios
should
answer
“What
does
this
business
look
like
following
comparable
companies’
growth
paths?”
– if
the
answer
isn’t
able
to
be
funded
with
the
current
“ask”,
is
this
a
pipe
dream?
Goldilocks
got
it
right:
examine
all
op1ons!

29. ProjecOons:
Start
with
Revenue
Take
a
“Bo#oms
Up”
approach
• Ex:
We
have
tracked
X
unique
visitors
to
our
website
and
with
an
industry
averages
2%
conversion
rate,
sales
will
be
Y.
• Ex:
Survey
revealed
customers
are
willing
to
pay
$X
for
an
app
with
Y
features.
• Ex:
Q4
sales
were
$X.
With
a
customer
acquisiOon
cost
of
$Y,
we
expect
a
20%
growth
rate
as
a
result
of
markeOng
efforts
Econ
101:
revenue
=
price
*
volume.
Knowing
which
element
is
driving
your
company’s
revenue
is
a
key
metric.

30. Building
ProjecOons:
How
it
works
• Have
an
assump>ons
page
and
reference
cells
for
your
Income
Statement
(don’t
hard
code
anything)
• A
separate
assumpOons
page
allows
flexibility
–
change
them
for
different
growth
scenarios
• AssumpOons
are
the
backbone
of
your
projecOons,
so
you
should
know
them
COLD
Excel
is
your
friend,
but
be
careful
with
cell
references
–
it’s
easy
to
make
a
mistake!

31. ProjecOons:
Add
in
expenses
This
also
has
a
“Bo#oms-­‐up”
approach
• Include
details
of
all
categories
– Ex.
Headcount
is
a
step-­‐funcOon
(hard
to
find
.25
person)
– Ex.
Income
taxes,
no;
Sales
tax,
use
tax,
payroll
tax…
yes!
• SG&A
– MarkeOng
– Development
– Overhead

32. ProjecOons:
Cash
Flow
• Map
out
cash
inflows
and
ou•lows
to
determine
funding
needs
–
do
this
by
month!
• Revenue
collecOon
–
Oming
impacts
cash
projecOons.
Collect
in
30
days?
60
days?
• DepreciaOon
=
noncash
expense
(include?)
• Don’t
forget
to
include
CapEx
in
cash
flow
(tooth
fairy
doesn’t
exist)

33. ProjecOons:
Some
Final
Checks
"The
GOAL”
is
to
make
money
– Social
jusOce,
triple
net
bo#om
line,
etc,
come
AFTER
profitability
• "You
can't
give
away
what
you
don't
have"
(unless
you're
the
Feds)
– You'll
need
space
one
day
that
isn't
free
– It
is
illegal
to
hire
someone
and
not
pay
them
– Equity
+
cash
=
total
compensaOon
• As
equity
values
increase,
cash
compensaOon
should
increase
as
the
less
expensive
long-­‐run
pay
opOon
(this
means
you
are
WINNING!)
– Research
financial
statements
to
get
an
idea
of
expenses
you
may
have
missed
– Research
how
much
things
cost
–
don’t
guess!

34. Pitching
projecOons:
What’s
the
“ask”?
Fin
projecOons
need
to
Oe
to
the
amount
of
the
raise
– Fundraising
takes
Ome,
so
12-­‐18
months
of
cash
per
raise
– IdenOfy
milestones
to
be
hit
and
cost
of
each
one
– The
sum
of
those
milestone
costs
is
the
raise
amount
– The
"cushion"
in
the
raise
is
not
X%,
it's
the
cost
difference
in
the
most
likely
scenarios
The
secret
to
life
is
“t”
– “t”
is
the
variable
for
“Ome”
in
mathemaOcal
equaOons…
and
Ome
in
projecOons
is
everything

35. Pitching
ProjecOons:
Expert
moves
• Know
your
audience
– The
earlier
you
are,
the
more
interested
in
your
assumpOons
the
investors
are
–
so
know
you’ll
be
discussing
them
in
detail.
Painstaking
detail.
• Be
rich,
not
king
– Does
a
new
hire
cut
costs
or
increase
revenue?
This
will
drive
the
Oming
of
a
new
hire.
• Don’t
forget
that
headcount
is
a
step-­‐funcOon
• What
is
B/E
expectaOon
for
a
new
hire?
– Good
metric
for
HC
is
sales/employee
–
these
numbers
are
benchmarked
and
available
with
some
research.

36. Pitching
ProjecOons:
Rookie
moves
– CTRL+C+P
enOre
excel
model
into
a
slide
– Using
anything
less
than
18-­‐point
font
– Li#ering
clipart
from
1995
– StaOng
projecOons
to
the
$.01
– Failing
to
summarize
projecOons
– Using
ANY
of
the
following
phrases:
• “conservaOvely
esOmated…”
• “at
only
X%
of
the
market…”
• “with
no
compeOOon…”
– Forge€ng
to
explain
what
the
amount
you
raise
achieves
– Assuming
a
short-­‐term
exit
at
a
high
mulOple

37. CLOSING THOUGHTS
37

38. General Dos and Don’ts:
“Presentation is a visual not a reference”
Do
• Use
one
topic
per
slide
• Limit
text
on
each
slide
• Use
pictures,
graphs,
video’s
– Not
all
bullets
• Choose
fonts
and
colors
that
are
easy
to
read
• PowerPoint
is
the
accessory
to
YOUR
presentaOon
• Spell
Check
Don’t
• Use
sounds
with
slide
transiOons
• Overdo
the
ALL
CAPS,
bolded,
italicized
or
underlined
text
• Use
too
many
different
fonts
• Overuse
special
effects
–
focus
on
the
content
• Have
technical
difficulOes
–
test
before
the
meeOng
38

39. • Know
your
material
cold!
Don’t
wing
it.
• DON’T
READ
your
presentaOon.
• You
should
have
answers
to
likely
quesOons.
• Be
clear
when
you
don’t
know
an
answer
–
then
follow
up.
• When
possible,
know
the
room.
Arrive
early,
walk
around
the
speaking
area
and
pracOce
using
the
microphone
and
any
visual
aids.
• Body
language
and
appearance
=
50%
of
the
pitch
• PrioriOze
and
eliminate
less
criOcal
points.
• Be
flexible
–
be
prepared
to
be
interrupted.
• Understand
the
goal
of
your
presentaOon.
Is
it
to
inspire,
to
educate,
to
connect,
to
get
a#enOon,
to
get
a
second
more
personal
meeOng?
Presentation Skills: Part I
39

40. • Modulate
your
pace,
pitch,
volume,
tone
and
enthusiasm
–
like
when
you
are
telling
a
story.
This
helps
keep
the
audience
focused.
• Use
humor,
personal
stories
and
conversaOonal
language
where
possible.
Use
easy
to
understand
analogies.
• PracOce.
PracOce.
PracOce!
GO
SEE
OTHER
PRESENTATIONS!
• Slides
should
HELP
the
oral
presentaOon,
not
BE
the
presentaOon.
• Bring
a
backup
copy
on
a
flash
drive
and
via
cloud
• Slides
should
be
professional
and
consistent
with
your
image.
• Spend
more
Ome
building
the
business
than
the
presentaOon
• Leave
Ome
for
quesOons.
• RELAX,
BREATHE
and
SLOW
DOWN
Presentation Skills: Part II
40

41. Interacting with Investors
Basic Principles - Overview
• Research
the
investor
in
advance
• Pay
a#enOon
to
what
you
say
during
the
presentaOon
banter
• Communicate
• Be
likeable
• State
your
value
proposiOon
up
front
• Come
prepared
with
sufficient
data
(including
back
up
slides)
• Enjoy
yourself
and
let
it
show
• Keep
the
presentaOon
within
allo#ed
Ome
• Be
realisOc
about
valuaOons
in
the
market
• Make
due
diligence
easy
• Realize
investors
are
thinking
about
exit
strategy
41

42. Interacting with Investors
Cautionary Overview – Don't do the following
• Bash
the
compeOOon
• Hype
• Condescend
or
talk
down
• Be
arrogant
• Be
vague
about
your
technology
• UnderesOmate
the
importance
of
the
core
science/development
• Deluge
investors
with
facts
• Act
desperate
for
funding
(even
if
you
are)
• Act
like
you
don’t
need
money
• Cite
that
“the
company
is
undervalued”
as
a
reason
to
invest
• Overprice
your
rounds
so
you
can
keep
stepping
up
valuaOon
• Give
investors
a
reason
to
turn
you
down
42

43. Jeremy
Halpern
Partner
Director
of
Business
Development
Emerging
Companies
Team
Nu#er
McClennen
&
Fish
LLP
Pitching the Plan: The Deck
Christopher
Mirabile
Managing
Director
Launchpad
Venture
Group
Gail
Hoffman
Managing
Director
Golden
Seeds