Master slides 6-8 of your pitch deck (2025): Revenue model with unit economics, traction metrics (MRR, CAC, LTV), team credibility signals, real examples from Airbnb Stripe Slack, how investors evaluate founders, proof points that close deals, Series A vs seed metrics.
Table of Contents
- Why These Are Called “The Money Slides”
- Slide 6 – Business Model: How You Make Money
- Revenue Model Types & Pricing Strategy
- Unit Economics: The Metrics Investors Actually Care About
- Slide 7 – Traction: Proof You Can Execute
- Traction Metrics by Stage (Pre-Seed, Seed, Series A)
- Slide 8 – Team: Why Investors Bet on Founders
- Building Founder Credibility (Experience, Achievements, Synergy)
- Real Examples from Funded Startups
- Common Mistakes on Slides 6-8
- Best Practices & Presentation Framework
Why These Are Called “The Money Slides”
Slides 1-5 set up the narrative. Slides 6-8 close the deal. These three slides answer the investor’s core questions: (1) How does your company make money? (2) Are you actually gaining traction? (3) Why should I bet on you as the founder?
The Investor Decision Tree
- Business Model (Slide 6) determines deal feasibility: If your unit economics don’t work (CAC > LTV, negative gross margin), the business is broken no matter how big the market is. Investors kill deals here
- Traction (Slide 7) determines execution capability: If you show real traction (users, revenue, growth), you’ve proven you can execute. This reduces risk 10x compared to pre-traction startups
- Team (Slide 8) determines who bears execution risk: Great founders with mediocre ideas > mediocre founders with great ideas. Investors bet on people. This slide is where they assess founder-market fit
Why Investors Spend 2x More Time on Slide 6 (Business Model)
Research from 2023 shows venture capitalists spend 48% more time evaluating business model slides than other slides. Why? Because they’re filtering: Does this business scale? Will it be profitable? Can I make 10x return?
A weak business model kills the entire pitch, regardless of market size or founder credentials. A strong business model with weak traction is fixable (hire sales team, spend on marketing). A weak business model is unfixable
Slide 6 – Business Model: How You Make Money
This slide must answer: Who pays you? What do they pay? How much? Why is this sustainable? Investors want clarity, not complexity
The Essential Elements of a Business Model Slide
Element 1: Primary Revenue Stream(s)
What is your main way of making money? Be specific
Bad: “We’ll monetize through multiple streams” (vague, confusing)
Good: “SaaS subscription: $99-$999/month depending on usage tier” (specific, clear pricing)
Better: “Primary: SaaS subscription ($299/month average). Secondary: professional services (implementation, training). We target 70% recurring, 30% services revenue” (explicit about mix)
Element 2: Pricing Strategy & Customer Segments
Different customers have different willingness to pay. Show how you segment and price
| Customer Segment | Pricing | Typical Annual Spend | Use Case |
|---|---|---|---|
| SMBs (1-50 employees) | $99-299/month | $1,188-3,588/year | Basic features, limited users |
| Mid-Market (51-500 employees) | $999-2,999/month | $11,988-35,988/year | Full features, custom integrations |
| Enterprise (500+ employees) | Custom (typically $50K+/year) | $50K-500K+/year | Full customization, dedicated support |
This shows investor you understand price elasticity and can scale across customer sizes
Element 3: Revenue Growth Story
Show a chart of how revenue will grow over 3-5 years. Base it on traction and realistic assumptions
Good story: “Year 1: $100K revenue (first 50 customers). Year 2: $1M (500 customers, 2-3x customer acquisition). Year 3: $5M (2,000 customers, expanded to EU and Asia, enterprise tier launched). Year 4: $20M (5,000+ customers, achieved $100K+ ACV enterprise segment)”
Why this works: It’s grounded in customer counts and actual sales assumptions, not wishful thinking
Revenue Model Types & Pricing Strategy
Different business types use different revenue models. Know which one you’re using and why it’s optimal for your market
Common Revenue Models
| Model | How It Works | Best For | Example | Pros / Cons |
|---|---|---|---|---|
| SaaS Subscription | Monthly/annual recurring fee for access | Software, tools, platforms | Slack ($8-15/user/month), Figma ($12-$45/month) | Pros: Predictable revenue. Cons: Long sales cycle, high churn |
| Freemium | Free base product, paid premium features | Apps, mobile, consumer tools | Slack (free tier + paid), Wave invoicing (free + paid) | Pros: Viral growth potential. Cons: Hard to convert freemium to paid |
| Usage-Based | Pay per usage (API calls, transactions, data) | Infrastructure, APIs, utilities | AWS ($0.001 per GB), Stripe (2.2% + $0.30 per transaction) | Pros: Aligns with customer value. Cons: Unpredictable revenue |
| Marketplace | Take a percentage of transactions | E-commerce, services, labor | Airbnb (3% + 14.2%), Uber (25-30% commission) | Pros: Zero inventory. Cons: Requires critical mass both sides |
| Licensing | Upfront license fee for software/IP | Enterprise software, B2B | Salesforce (traditional licensing), Adobe Creative Suite | Pros: Large upfront revenue. Cons: Long sales cycles |
| Advertising | Ad revenue from users, sponsored content | Social, content, media | YouTube (CPM: $2-$10 per 1K views), TikTok | Pros: User focus (no paywall). Cons: Requires massive scale |
Unit Economics: The Metrics Investors Actually Care About
Investors don’t just care that you make money. They care that you make money efficiently. Unit economics prove your business model is sustainable
The Three Critical Unit Economics Metrics
Metric 1: Customer Acquisition Cost (CAC)
How much does it cost you to acquire one customer?
Formula: (Sales & Marketing spend in period) ÷ (New customers acquired in period)
Example: Spent $50,000 on sales/marketing in Q3. Acquired 100 customers. CAC = $500 per customer
Investor perspective: Is $500 CAC sustainable? Depends on what the customer’s lifetime value (LTV) is. If LTV is $5,000, you’re golden. If LTV is $600, you’re barely profitable
Metric 2: Lifetime Value (LTV)
How much total revenue does one customer generate over their entire relationship with you?
Formula: (Average revenue per customer per month) × (Average customer lifetime in months)
Example: Customer pays $100/month. Average customer stays 3 years (36 months). LTV = $100 × 36 = $3,600
Investor perspective: LTV determines if your unit economics work. Rule of thumb: LTV should be 3x CAC minimum. If LTV:CAC is 5:1+, you have incredible unit economics
Metric 3: CAC Payback Period
How long does it take to recoup the customer acquisition cost from that customer’s revenue?
Formula: CAC ÷ (Monthly profit per customer)
Example: CAC = $500. Monthly revenue per customer = $100. Gross margin = 70%. Monthly profit = $70. Payback = $500 ÷ $70 = 7.1 months
Investor perspective: Payback under 12 months is good. Under 6 months is excellent. Under 3 months means you can reinvest profits to grow 10x
Unit Economics Benchmarks by Stage
| Metric | Seed Stage | Series A | Series B+ |
|---|---|---|---|
| LTV:CAC Ratio | 2:1 to 3:1 (proving concept) | 3:1 to 5:1 (optimizing) | 5:1 to 10:1+ (scaling efficiently) |
| CAC Payback | 12-18 months acceptable | 8-12 months expected | 6 months or less |
| Gross Margin | 40%+ (for SaaS) | 60%+ (for SaaS) | 70%+ (for SaaS) |
| MRR Growth | 10-20% MoM (month-over-month) | 15-30% MoM | 10-20% MoM (slower, larger base) |
Critical insight: Most seed startups don’t have perfect unit economics yet. What investors want is direction: Are you moving toward healthy unit economics? Or away from them?
Slide 7 – Traction: Proof You Can Execute
Traction is evidence that real customers want your product. It’s the single biggest factor investors use to assess execution risk. Pre-traction = high risk. Traction = lower risk
What Counts as Traction (Depends on Stage)
| Stage | What Counts as Traction | Examples | Why It Matters |
|---|---|---|---|
| Pre-Seed | Waitlist, pilots, committed design partners, customer research validation | 2,000-person waitlist, 10 pilot customers, founder with industry expertise | Shows founder understands market. Reduces “is there a real problem?” risk |
| Seed | Early users (unpaid or paid), retention metrics, revenue, pilot feedback | 500 active users, 40% retention, $10K MRR, 3-5 paying customers | Shows product-market fit signals. Reduces “will anyone pay?” risk |
| Series A | Revenue, MoM growth 15%+, strong retention, unit economics progress | $100K+ MRR, 30% MoM growth, 90% retention, LTV:CAC = 3:1+ | Shows scalable business model. Reduces “can we grow?” risk |
Traction Metrics by Stage (Pre-Seed, Seed, Series A)
Pre-Seed: Validation Metrics (Problem-Solution Fit)
- Waitlist size: 1,000+ email signups shows market interest. 5,000+ is impressive
- Pilot customers: 5-10 committed design partners proving concept viability
- Customer interviews completed: 20+ validated interviews showing problem is real
- Founder expertise: Prior success in space, industry connections, deep knowledge of customer pain
- Product existence: Working prototype, not just slides and ideas
What investors think: “They understand the market. Product is real. Now let’s see if anyone will actually use it”
Seed: Early Product-Market Fit Signals (Traction Emerging)
- Active users (monthly): 100-1,000 unpaid users shows product appeal without marketing spend
- Revenue: $0-100K MRR. Any revenue is impressive for early stage. $50K+ MRR is Series A-ready
- Growth rate: 20-50% month-over-month growth (not sustainable forever, but shows momentum)
- Retention: 30-40% month-over-month retention (customers using after sign-up week)
- Unit economics trend: LTV:CAC moving toward 3:1. Doesn’t need to be perfect, just trending right
- Key partnerships or pilots: Fortune 500 company testing your product signals credibility
What investors think: “This is working. They’ve found early product-market fit. If we give them capital and sales team, this could really scale”
Series A: Proven Scalability (Clear Traction)
- Revenue: $100K+ MRR ($1.2M+ ARR) is baseline for Series A. Typical range: $100K-1M MRR
- MoM growth: 15-30% month-over-month. This is slower than seed (50%+) but still impressive at larger scale
- Customer acquisition: 50-500 customers depending on ACV (average contract value). Enterprise = fewer, larger customers. SMB = many, smaller customers
- Retention: 80%+ monthly retention for B2B SaaS. Anything below 80% signals product-market fit issues
- CAC payback: 8-12 months maximum. This proves model is sustainable
- Gross margin: 60%+ for SaaS. Below 50% is a problem at Series A
- Enterprise customers: At least 1-2 Fortune 500 / enterprise customers validates high-ACV segment
What investors think: “This is a real business. We can forecast revenue. We know what to spend to scale. Let’s fund the sales team”
Slide 8 – Team: Why Investors Bet on Founders
Naval Ravikant has famously said: “Invest in founders who would succeed even if their business failed.” The team slide is where you convince investors you’re that founder
What Investors Evaluate on the Team Slide
- Founder-market fit: Have you been in this industry before? Do you understand customer pain deeply? Do you have unfair advantage (network, knowledge, existing relationships)?
- Complementary skills: Is your co-founder strong where you’re weak? Product + Sales? Technical + Business? If you’re solo, do you have advisory board filling gaps?
- Prior success: Have you built anything before? Raised funding? Exited a company? Shipped product at scale? Prior success = you know how to execute
- Domain expertise: 10+ years in industry > MBA degree. Investors want deep knowledge, not generic business training
- Founder tenacity: Have you overcome obstacles before? Pivoted when needed? Shown grit? Airbnb founders slept on air mattresses to conserve cash. That’s the mentality investors want
Team Slide Elements (What to Include)
Element 1: Core Founding Team (3-6 people max)
Show founder photos, names, titles. For each, list:
- Role (CEO, CTO, VP Sales)
- One-line credential (e.g., “Former VP Sales at Salesforce, 15 years enterprise SaaS”)
- One key achievement (e.g., “Grew user base from 0-1M in 3 years”)
Bad example: “John Doe, Co-Founder. MBA from Stanford, BA from Harvard”
Good example: “John Doe, CEO. Former Salesforce, scaled CRM adoption from 500K to 5M users. 15 years B2B SaaS sales experience”
Element 2: Key Advisors / Board Members (Optional but Strong)
If you have well-known advisors or board members, show them. This is social proof. Investors think: “If [Famous Founder/Investor] believes in this team, maybe I should too”
List 2-3 most impressive advisors. Include their title/credential. “Jane Smith, Former CEO of HubSpot” is 10x more credible than “Jane Smith, Advisor”
Element 3: Previous Investors (If Raised Before)
If you’ve raised angel or seed funding, show the investors’ logos. This is pattern recognition: institutional investors bet on you → you’re probably fundable
Don’t fake this. Investors will verify
Element 4: Future Hiring Plans (Optional)
If you’re planning to hire key roles with this funding round, mention it. “Hiring VP Sales and 2 engineers with Series A capital” shows you’re thinking about execution
Building Founder Credibility (Experience, Achievements, Synergy)
What Credibility Actually Means to Investors
- You’ve shipped before: You’ve taken a product from 0-1. You know what’s involved. You’re not romanticizing startup life
- You’ve sold before: Not just built. You understand customer acquisition, closing deals, retention. This is 70% of startup success
- You have domain expertise: You’ve worked in this industry for 5-10+ years. You know the pain deeply. You have relationships. You have credibility with customers
- You’ve failed and recovered: Failed ventures, failed roles, wrong decisions—and you learned. Investors trust founders who’ve been through fire
- You have unfair advantage: Existing customer relationships (warm intro advantage), proprietary knowledge, unique network. This shortens time to product-market fit
The Founder Credibility Tiers
| Tier | Profile | What It Signals | Typical Funding Path |
|---|---|---|---|
| Tier 1 (Elite) | Prior exit (10M+), raised $10M+, scaled company to profitability, built team 50+ | Can execute at scale. Proven ability to raise capital. Network + credibility with investors/customers | Series A from day 1. $10M+ check size. Investor outreach |
| Tier 2 (Strong) | VP+ at growth-stage startup (Series C+), built product at Fortune 500, 5-10 years domain expertise | Understands growth. Has domain expertise. Can build + manage teams. Has customer relationships | Seed + Series A. $500K-$5M. Warm intro advantage |
| Tier 3 (Emerging) | Early employee at fast-growing startup (Series A+), 3-5 years experience in domain, first-time founder | Understands startup world. Learning fast. Has some domain knowledge + network | Pre-seed + Seed. $100K-$500K. Build advisory board to fill gaps |
| Tier 4 (High Risk) | Career switcher, MBA straight from consulting, no startup experience, no domain expertise | Smart person, but unproven in startup context. High execution risk. Needs strong co-founder | Pre-seed only. Friends + family. Must build credibility quick (ship MVP, get users) |
Real Examples from Funded Startups
Airbnb’s Business Model + Traction Pitch (Series A, 2011)
Business Model: “Take 3% + 14.2% commission on each booking. First booking $100, we keep $17. Repeat thousands of times = revenue”
Traction: “1,000 listings (hosts), 10,000 bookings, $1M+ GMV (gross merchandise value). Growing 40% MoM. Repeat bookings increasing (unit economics improving)”
Team: “Brian Chesky (RISD design background, serial entrepreneur energy), Joe Gebbia (product design), Nate Blecharczyk (engineering). Co-founder complementarity: design + product + engineering”
Why it worked: Clear commission model (investors love marketplaces). Traction proved platform worked. Young but hungry team with complementary skills
Stripe’s Business Model + Traction (Series A, 2011)
Business Model: “2.2% + $0.30 per transaction (credit card processing). Enterprise segment: custom rates. Usage-based = scales with customer growth”
Traction: “Already processing $20M+ in transactions (YoY). 1,000+ businesses using platform. Growing by thousands of new businesses per month. Retention 95%+”
Team: “Patrick Collison (former Auctomatic founder, raised funding before, technical), John Collison (VP Product). Irish, but deep connections in SF startup world”
Why it worked: They had traction in a huge market (payments). Business model was proven (fees work). Founders had credibility (prior exit, fundraising experience)
Slack’s Business Model + Traction (Series B, 2013)
Business Model: “Freemium SaaS. Free tier (basic features). Paid tiers: Pro ($8/month per user), Business ($15/month per user). Enterprise: custom pricing”
Traction: “15,000 daily active users, 2,000+ teams paying. $2M+ ARR. Viral growth (enterprises adopting without sales team). 90%+ retention”
Team: “Stewart Butterfield (founder of Flickr, prior exit, known for great product). Founder-market fit: understands product, engineering, company building”
Why it worked: Freemium model was proven (viral growth). Traction was exceptional (15K DAU is huge for B2B). Founder credibility was off the charts (Flickr exit)
Common Mistakes on Slides 6-8
Mistake 1: No Clear Unit Economics
What you do: Show revenue projections without showing how you’ll make them profitable. “Year 1: $1M revenue” but no mention of COGS, CAC, LTV
What investors think: “Does this business model even work? Can they scale profitably?”
Fix: Show LTV:CAC ratio. “CAC = $500. LTV = $3,000 (over 3 year customer lifetime). Ratio = 6:1. Healthy unit economics”
Mistake 2: Weak or No Traction
What you do: “We haven’t launched yet but we have 100 people interested on a waitlist”
What investors think: “Waitlist ≠ paying customers. Can they actually execute?”
Fix: Ship something. Get real users. Even 10 paying customers is better than 10,000 on a waitlist. Or: show depth of customer research validation if pre-launch
Mistake 3: Team Member Bios That Are Vague
What you do: “Sarah Chen, VP Product. MBA from Stanford, worked in tech”
What investors think: “So did 5,000 other people. What’s special about her?”
Fix: “Sarah Chen, VP Product. Led product team at HubSpot from 500 users to 1M. Scaled feature adoption by 300%. 10 years in CRM”
Mistake 4: Team Too Big, Too Small, or Wrong Composition
What you do: Show 10+ team members (including junior employees). Or: solo founder with no technical co-founder for a technical product
What investors think: “Why do you need 10 people already? Or: how will you build the product without engineering?”
Fix: Show 3-5 core team members (founders + key early hires). If gaps exist (no sales founder), show advisors filling gaps
Mistake 5: Revenue Projections That Don’t Match Unit Economics
What you do: “Year 1: $1M revenue. CAC: $500. LTV: $600. LTV:CAC = 1.2:1” (this business model is barely profitable and probably won’t work)
What investors think: “Your math doesn’t add up. You’ll burn capital and run out”
Fix: Show a path to better unit economics. “Year 1: LTV:CAC 1.5:1 (breaking in, not optimal). Year 2: 3:1 (scaling, optimizing). Year 3: 5:1 (efficient growth)”
Best Practices & Presentation Framework
Slide 6 (Business Model) Design Framework
| Element | Content | Visual | Space % |
|---|---|---|---|
| Headline | “How We Make Money” or “[Revenue Model]” | Large, bold | 10% |
| Revenue Streams | List 1-3 primary revenue sources with pricing | Graphic or table showing each stream | 25% |
| Unit Economics | CAC, LTV, LTV:CAC ratio, payback period | Diagram or simple chart | 30% |
| Revenue Growth | 3-5 year revenue projection (actual numbers) | Line chart showing growth trajectory | 25% |
| Whitespace | – | Clean, organized | 10% |
Slide 7 (Traction) Design Framework
| Element | Content | Visual | Space % |
|---|---|---|---|
| Headline | “Traction” or “Early Wins” | Large, bold | 10% |
| Key Metrics | Users, revenue, growth rate, retention (actual numbers) | Large numbers with icons or labels | 25% |
| Growth Chart | Users/revenue growth over time (last 6-12 months of real data) | Line graph showing upward trend | 40% |
| Qualitative Wins | Key partnerships, customer wins, media mentions (optional) | Logos or bullet points | 15% |
| Whitespace | – | Clean | 10% |
Slide 8 (Team) Design Framework
| Element | Content | Visual | Space % |
|---|---|---|---|
| Headline | “Our Team” or “Leadership” | Large | 5% |
| Team Photos | Professional headshots of 3-6 core team members | Consistent, professional photos | 40% |
| Founder Bios | Name, title, one-line credential + one achievement per person | Text below/beside photos | 35% |
| Advisors/Board | 1-3 key advisors (optional, but adds credibility) | Names, logos, credentials | 15% |
| Whitespace | – | – | 5% |
Presentation Tips (Live Pitch)
- Slide 6 (60-90 seconds): “Our business model is simple. We charge X per customer. Average customer is worth $Y over their lifetime. Our unit economics are healthy (LTV:CAC = 5:1). Year 1 revenue is $100K, growing to $5M by Year 3”
- Slide 7 (90-120 seconds): “We’ve already proven this works. We have 500 active users, growing 30% MoM. We’ve achieved $50K MRR with 90% retention. Three enterprise customers already. This validates both product and business model”
- Slide 8 (60-90 seconds): “Our team is uniquely suited to execute. I spent 10 years at Salesforce scaling sales. My co-founder built the product that now powers 500K businesses. Together, we’ve shipped at scale. We also have advisors who’ve exited to Google and Amazon”
- Be ready for investor pushback: “Why is LTV only $3K?” / “Is 30% MoM sustainable?” / “Have you hired senior people before?” Have real answers, not defensive ones
Critical Success Factors for Slides 6-8
- Business model must show clear path to profitability (LTV > CAC)
- Traction must demonstrate real execution: actual users, revenue, or validated pilots
- Team must show founder-market fit: deep domain expertise + complementary skills + prior success
- Numbers must be real and defensible: Investors verify everything
- Growth must be sustainable: Showing 100% MoM growth is great but can’t last forever. Show trajectory toward sustainable growth
Key Takeaways: The Money Slides Mastery
1. These are “the money slides” because they answer investors’ core economic questions: How do you make money? Are you actually executing? Why should I bet on you?
2. Business model (Slide 6) is the foundation. If unit economics don’t work, nothing else matters. Investors spend 48% more time on business model slides than other slides
3. Unit economics metrics that matter: CAC (customer acquisition cost), LTV (lifetime value), LTV:CAC ratio (should be 3:1+), CAC payback period (12 months max)
4. Revenue models: SaaS subscription (recurring, predictable), Freemium (viral growth), Usage-based (scales with customer value), Marketplace (zero inventory), Licensing (large upfront), Advertising (requires scale). Know which you’re using and why
5. Pre-Seed traction: waitlist, pilots, customer interviews validation. Seed traction: 100-1,000 active users, $0-100K MRR, 20-50% MoM growth. Series A traction: $100K+ MRR, 15-30% MoM growth, 80%+ retention, healthy unit economics. Match your traction to your stage
6. Traction by stage: Pre-Seed = problem validation. Seed = product-market fit signals. Series A = proven scalability. Each stage requires different proof points
7. Investors bet on founders as much as ideas. Your team slide proves you can execute. Founder-market fit (domain expertise, unfair advantage) > MBA degree
8. Team credibility tiers: Tier 1 (prior exit), Tier 2 (VP+ at growth-stage), Tier 3 (early employee + domain knowledge), Tier 4 (career switcher, high risk). Know your tier and build to fill gaps
9. Real examples: Airbnb (commission model + marketplace traction + young hungry team), Stripe (payment processing + massive traction + founder credibility), Slack (freemium + viral growth + product visionary founder)
10. Common mistakes: No clear unit economics, weak/no traction, vague team bios, wrong team composition, revenue projections that don’t match unit economics. Avoid all five
11. Business model slide must show: primary revenue stream(s), pricing strategy by customer segment, revenue growth story (3-5 year projection), and unit economics prove sustainability
12. Traction slide must show: real users/revenue/growth metrics (not projections), actual numbers (not “significant growth”), growth trajectory (last 6-12 months of data), retention/engagement proof
13. Team slide must show: 3-6 core founders/key hires, one-line credential + one major achievement per person, complementary skills, prior success signals, advisor/investor logos if applicable
14. Ideal founder bios: “John Doe, CEO. 10 years enterprise SaaS sales at Salesforce. Led team from 50K users to 5M. Built sales org from 3 to 100 people” (credentials + proof of scale)
15. Series A benchmarks: Revenue $100K-1M+ MRR, MoM growth 15-30%, LTV:CAC 3:1+, gross margin 60%+, retention 80%+, payback under 12 months. Know where you stand vs benchmarks
16. Be realistic about market share and growth. Claiming 100% MoM growth indefinitely = delusion. Show trajectory toward sustainable growth
17. Unit economics improve over time. You don’t need perfect ratios at Seed. What investors want: direction. Are you moving toward healthy unit economics or away?
18. Traction validates execution risk. Pre-traction = “can they build?” With traction = “can they grow?” These are different risk profiles. Traction de-risks 10x
19. Founder credibility = unfair advantage. Existing customer relationships, domain expertise, prior success, grit. These are worth millions in capital saved and speed gained
20. Action plan: (1) Calculate your business model unit economics (CAC, LTV, ratio, payback). (2) Show last 6-12 months of real traction data (users, revenue, growth). (3) Gather team credentials (prior roles, achievements, domain expertise). (4) Create Slide 6 showing revenue model + unit economics math. (5) Create Slide 7 showing traction metrics + growth chart + qualitative wins. (6) Create Slide 8 showing team photos + bios + advisor logos. (7) Practice pitching these three slides 10+ times. (8) Be ready for investor questions on unit economics, growth sustainability, and founder background