When you pitch an Investment Committee (IC), you are not performing. You are helping a group of people decide whether to bet on you. They will forget most slides. What they remember is how clear, honest, and decision-ready your pitch was. If you make it easy to say yes, or to say a fast and respectful no, you will be remembered well even if they pass.

Core Principles

1. Start with the thesis.
   Begin with one clear sentence. For example: “We are building this product for this customer, and it can become a large, defensible business because of this reason.” If they cannot repeat this after you leave, your pitch probably was not clear enough.
   
   

2. Respect their constraints.
   Assume that they do not have the full context, and they do not have much time. Do not take a long time to warm up or use jargon without explaining it. Focu early on in the meeting on why this is exciting and what you are asking for.
   
   

3. Tell a story, not just show slides.
   Structure your pitch as a simple story.
   - First, describe the reality today for the customer.
   - Then explain your insight.
   - Then show your solution.
   - Why this is the right time.
   - Show how this can become a big outcome.
   
   
   

4. Pitch the investment, not only the product.
   Do not stop at features and user experience. Explain how this becomes strong margins, scale, and real cash flows. Talk about market size, unit economics, moats, and possible exits. Use simple language.
   
   

5. Name the risks yourself.
   Do not pretend there are no big questions. Say something like: “These are the two or three main risks. This is what we have already de-risked. This is what we still need to prove.” This builds trust and keeps the discussion focused on what matters.
   
   

Story and Numbers

1. Use numbers with meaning.
   Every metric should answer the question “So what does this tell us?”. Talk about cohorts, payback periods, contribution margin, and user behaviour. Do not only talk about gross merchandise value or total downloads.

2. Separate fact from forecast.
   Be very clear about what is actual data, what is projected, and what is only directional. It is fine to have assumptions. Just label them clearly so people are not confused.

    

People and Fit

1. Explain why you are the right founder for this problem.
   Share what you have done or experienced that makes you well suited to solve this specific problem. Use concrete examples of things you have built, shipped, or operated. Avoid generic phrases like “we are very passionate” or “we are hustlers”.

2. Be honest about your gaps.
   Explain where the team is strong, where it is weak, and who you plan to hire. This shows maturity and self awareness. It does not make you look weak.

    

Process and Q&A

1. Design your pitch so that there is time for questions.
   Keep the prepared presentation short enough so that there is enough time for questions and answers. Most decisions depend on how you think in a conversation, not only on what you show on a slide.

2. Answer questions crisply
   Answer the core of the question directly & then spend time listening in case there are any gaps

3. Keep one consistent story everywhere.
   Your spoken narrative, your deck, your data room, and your emails should all reflect the same core story. You can change the level of detail by audience, but not the basic message.

Closing Thought

A great IC pitch is not about drama or theatrics. It is about making it safe and rational for serious people to back you. If you lead with a clear thesis, explain your numbers and risks in plain language, and tell one consistent story, you increase your chances of a yes. Even if the answer is no, you will often gain respect, feedback, and relationships that help you in your next round or your next company.