Pitch Deck Outline

Build a seed/Series A deck outline on the Sequoia 10 + traction and ask, with bottom-up market sizing and a 'why now' you can defend.

Build my pitch deck outline, slide by slide.

Company: [ONE SENTENCE: what you do]
Raising: [AMOUNT + STAGE + what the money buys (runway, milestones)]
The problem + who has it: [CONCRETE, who feels it, how often, what it costs them]
Our solution + what's genuinely different: [THE PRODUCT + THE INSIGHT COMPETITORS MISS]
Traction, honestly: [REVENUE / USERS / GROWTH RATE / PILOTS / LOIs, or "pre-launch"]
Team: [WHO + THE 1-2 FACTS THAT MAKE YOU CREDIBLE FOR THIS SPECIFIC PROBLEM]
Business model: [WHO PAYS WHAT, HOW OFTEN]
Market math inputs: [PRICE × REALISTIC CUSTOMER COUNT DATA YOU HAVE, not "the $X trillion industry"]
Why now: [WHAT CHANGED: tech shift, regulation, behavior: that makes this possible today and not 5 years ago]

Build 11-13 slides. For each: the slide title AS THE TAKEAWAY (a sentence someone could disagree with), the 2-4 elements on it, and one line on what the investor should think when it's on screen.

Order: Purpose (one declarative sentence, no buzzwords) → Problem → Solution → Why Now → Market (bottom-up: price × attainable segment, shown as arithmetic; if my inputs can't support the math, output [NEED: which number] instead of a made-up TAM) → Product (show, don't architecture-diagram) → Traction (lead with this instead if the numbers are strong; tell me if they are) → Business Model → Competition (a real axis where we win, with the honest weakness visible) → Team (facts, not adjectives) → Financials/Projections (drivers, not hockey-stick worship) → The Ask (amount, runway it buys, the 2-3 milestones it reaches; the slide most decks fumble).

Then add:
- **The 5 hardest investor questions** this specific deck invites, each with a suggested honest answer or [FOUNDER MUST DECIDE].
- **The weakest slide** in my current story and what evidence would fix it.

Rules: every number traces to my inputs; nothing gets invented to look fundable. One idea per slide. If "why now" is empty, flag it as the deck's biggest gap: it's the slide most decks are missing and the one that separates inevitable from optional.

How to use

This is the Sequoia 10-slide skeleton with the two additions working decks converged on (traction, the ask), and YC's discipline: legible from the back of the room, one idea per slide. The bottom-up market math is non-negotiable with serious investors; '1% of a trillion' reads as not having done the work. Use the hard-questions output to run a mock partner meeting before the real one.

More business prompts

Build me a monthly budget and a debt payoff plan from these numbers.

Take-home income per month: [AMOUNT, and note if it varies]
Fixed costs: [RENT/MORTGAGE, UTILITIES, INSURANCE, SUBSCRIPTIONS, TRANSPORT, CHILDCARE, with amounts]
Variable spending, last 3 months if known: [GROCERIES, DINING, SHOPPING, ETC.]
Debts: [FOR EACH: name, balan

Budget and Debt Payoff Plan

Turn your real income, bills, and debts into a monthly budget and a payoff schedule with the math shown and the tradeoffs named.

Businessbeginner

Build a 13-week cash flow forecast.

Cash on hand today: [AMOUNT, and which accounts]
Any restricted or committed cash: [AMOUNT AND WHAT IT IS FOR]

Expected inflows:
- Receivables outstanding: [CUSTOMER, AMOUNT, INVOICE DATE, TERMS, and how reliably each pays]
- Recurring revenue: [AMOUNT, BILLING DATE, CHURN ASSUMPTION]
- New sales expe

13-Week Cash Flow Forecast

Build the rolling weekly cash forecast operators actually run on: opening balance, timed inflows and outflows, and the week you run short.

Businessadvanced

Help me set pricing for [PRODUCT/SERVICE].

What it does and who buys it: [PRODUCT + BUYER]
The alternative if they do not buy: [COMPETITOR, IN-HOUSE, SPREADSHEET, DOING NOTHING]
What that alternative costs them: [MONEY, TIME, RISK. Estimate if needed and say so.]
Value we create, quantified if possible: [TIME SAVED, REVENUE GAINED, COST

Pricing Strategy

Work out what to charge and how to package it: value basis, tier structure, the metric you meter on, and how to test before committing.