Problem Respondents who have this need, respondents who are aware of having the need Solution Respondents who try the MVP, engagement, churn, most-used/least-used features, people willing to pay Unique value proposition Feedback scores, independent ratings, sentiment analysis, customer-worded descriptions, surveys, search, and competitive analysis

Your financials will mean different things to different investors. In our case, we focus on two things: (1) the assumptions underlying the revenue forecast (which we don’t need a spreadsheet for—we’d rather just talk about them) and (2) the monthly burn rate or cash consumption of the business.

including a three-year forecast of sales, revenues, profit and loss, and key metrics like number of customers and conversion rate. (Note: Many investors will be interested in your monthly cash burn, so if you do not include this on your slide, be ready to discuss it in your presentation.) Tresit used a graph of projected revenues and EBITDA designe

This table reinforces a lesson I've emphasized several times in this book: Investing in early stage, pre-profitable companies is risky, with only a small minority of companies having significantly successful outcomes. And because it's impossible to tell up front exactly which of the companies will be the home run with the 20x return, it means that