A deck is not a document. It's the visual accompaniment to you talking, which means every slide should carry one idea and as few words as you can manage. If a slide can be read faster than you can explain it, the room stops listening to you.
The order below is the default fourteen-slide structure Feasy Pro generates. Treat it as a sequence to deviate from deliberately, not a form to fill in.
Slides 1–4 — Set up the problem
1. Title
Company name, a one-line description of what you do, and your contact details. The one-liner is the hardest sentence in the deck. If people can't repeat it after the meeting, it isn't done.
2. Problem
Who hurts, and how much. Make it specific and human. A number helps, but a recognisable situation helps more.
3. Solution
What you built and how it removes the problem. One idea, shown rather than described where possible.
4. Product
A real look at the thing. Screenshots, a photo, a short demo. Investors discount claims about products they haven't seen.
Slides 5–8 — Show the opportunity
5. Market
How many potential customers exist and what they're worth. Show your working — a market size nobody can reconstruct is treated as decoration. Bottom-up beats top-down every time.
6. Business model
How you charge, and the unit economics. What a customer pays, what they cost to serve, what they're worth over their lifetime. This slide should agree exactly with your revenue model.
7. Traction
Evidence that this is working. Revenue, users, growth rate, retention, signed pilots. Early stage with little traction? Show what you have and be straight about the stage — vagueness here reads as concealment.
8. Competition
Who else solves this, and why you win. Include the status quo — spreadsheets, incumbents, doing nothing. A grid is fine; a grid where you score highest on every axis is not believable.
Slides 9–12 — Prove you can execute
9. Go-to-market
How you acquire customers, what it costs, and which channels you've actually tested. A plan built on untested channels is a hypothesis, and it should be labelled as one.
10. Team
Who you are and why you'll win this specific race. Relevant experience only. Name the gaps and say when you'll fill them — investors respect that far more than a slide implying you've thought of everything.
11. Financials
Three years of projected revenue, costs and profit, plus the key metrics. This is the slide that gets stared at longest, and the one most likely to contradict your appendix if you built it separately.
Bind it to your model. In Feasy Pro the charts on this slide read from the same forecast that produces your statements, so revising an assumption the night before updates the deck too. Pasted screenshots go stale silently — this doesn't.
12. Milestones
What you'll achieve and by when, tied to the money you're raising. This slide is how an investor judges whether your ask is sized correctly.
Slides 13–14 — Make the ask
13. The ask
How much you're raising, at what stage, and precisely what it's spent on. Break it down — engineering, sales, runway. Then say what it buys: the milestone that makes the next round raisable.
14. Vision
Where this goes if it works. Close on the reason the business is worth building rather than on a table of numbers.
Four mistakes that lose the room
- Too many words.If they're reading, they aren't listening. Aim for under thirty words a slide.
- Numbers that don't reconcile.A revenue figure on slide 11 that contradicts the appendix ends the meeting's momentum. This is entirely avoidable.
- No ask.Astonishingly common. Say the number.
- Hiding the weakness.They'll find it. Raising it yourself converts a discovered problem into a demonstration of judgement.
What to do next
Build the forecast first — slides 6, 7, 11 and 13 all depend on it. Then write your Business Brief, which is what the deck's narrative is generated from.
Feasy Pro's deck builder produces all fourteen slides with four themes, a full editor, present mode, a private share link and PowerPoint export. Pair it with the combined Forecast Report for investors who want the monthly detail.