Business Presentations and Elevator Pitches

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1 Business Presentations and Elevator Pitches Ed Kania Anesthesiology Conference on Innovation and Entrepreneurship January 18, 2014

2 Extraordinary People Inspired Ideas Unsolved Problems / New Capabilities Emerging Enterprises $$ 2

3 If at first the idea is not absurd, then there is no hope for it. Albert Einstein 3 3

4 My Agenda Elevator Pitch Key Elements of a Credible Business Presentation Each in the context of: Realities of a wanna-be business Challenges of building a valuable company Investor psyche / idiosyncrasies 4

5 , Robert von Goeben and Kathryn Siegler. All rights reserved 5

6 Elevator Pitch An uber-succinct business summary We do xx for yy by uniquely zz The approach through which you capture someone s attention / interest (i.e. during an elevator ride.) 6

7 Business Presentation What you need for an effective pitch to investors, etc. What needs to be in place for a successful business 7

8 Business Presentation What you need for an effective pitch to investors, etc. What Should your VC Pitch Deck Contain? Perfecting Your Pitch Pitching to VCs The Entrepreneurial Bible Entrepreneurship 101: The Best Startup Pitch Deck Getting Behind the Perfect Pitch VC Perspective The 3 Things I Want to Hear First in a Pitch 4 Ways to Blow it When Pitching for Venture Capital Reid Hoffman s Annotated Series B Pitch Deck for LinkedIn (all of this and more on the www ) 8

9 9

10 The Money Shot: Demo Screen Shots Video Cu$tomer Testimonial$ This Shit Rocks. 10

11 Business Presentation What you need for an effective pitch to investors, etc. What you need to know about your business CONVERGENCE BETWEEN PITCH AND PLAN 11

12 Key Elements of a Business Presentation Investment Hypothesis Team Business Overview Market Opportunity Value Proposition Regulatory / Reimbursement Go To Market Plan Business Model Financials 12

13 Investment Hypothesis What does one need to believe to believe this can be a highly valued company that changes the world? What does one need to believe in order to want to be a shareholder in your company? Probably 3-7 bullet points 13

14 Team (Founders, Management, Advisors) What led you to this opportunity? What was your specific insight How are you uniquely advantaged to build this business? Relevant life experiences / domain expertise How do you know each other? Management Previous companies, positions Achievements ($$ value built or exits) 14

15 Business Overview What is the essence of the business opportunity? We do xx for yy by uniquely zz Provides important context and orientation for the rest of the presentation 15

16 Market Opportunity Problem statement What problem are you uniquely-well solving and for whom? Describe the pain (business, clinical, patient,..) How does this relate to a technology need Urgency: Why now? 16

17 Value Proposition / Solution How you address the pain / need? Your product / service What s unique & defensible about it? Why is it a breakthrough? How is it compelling? Gain/Pain ratio Data & case studies Proof; customer view See Confidential Startup and Secrets, Proprietary Michael J Skok, Northbridge Venture Partners, 17

18 Regulatory & Reimbursement Regulatory pathway, precedents, risk Clinical trials required and likely timelines Reimbursement Who pays, under what mechanisms, precedents, risk 18

19 Your Vision & Mission Vision: How will the market evolve? How will you either lead it or maintain your position? Mission: What is the mission of your company? 19

20 Market Sizing Total available market top down Industry sources Addressable market bottom up Summarize approach/assumptions Growth What are the drivers 20

21 Competition What is your unique differentiation Not just technology Barriers to entry What is impenetrable, sustainable? IP, patents, network / data etc Positioning versus competition 21

22 Go To Market Plan Development Plan and Risk Marketing Plan Segmentation, targeting Marketing & sales cycle Sales / Distribution Plan Inside / outside pre-sales and sales Direct / indirect channels & distribution Services and or product Operations Plan (all in sync with business model) 22

23 Business Model and Key Risks How do you make money? What is your model for: creating value delivering value capturing value What are the key risks to success and how will you manage them? 23

24 Financials Assumptions, milestones, and metrics matter as much as the numbers P&L, Cash Flow One year by quarter minimum Plus annual up to 3-5 years thereafter, highlighting» Breakeven or cash flow positive (if relevant) Minimum suggested information / detail as needed for the above Headcount Revenue / Bookings Gross Margin Expenses with major categories like R&D, G&A, Sales, Marketing Profit / Loss Cash 24

25 Financing Plan Cash need derived from financials Identifying key milestones that set up for next round at increased value Typically 18 months of runway for each round Usually multiple rounds of financing required 25

26 26

27 Some Reflections The power of a bright, curious person There is no good cookbook approach Ongoing evolution of your pitch / plan / vision is essential A great story vs. a great company Startups are like launching a row boat to cross the Atlantic Value creation and competitive advantage often (usually) come from inspired desperation The undeniability of most conventional wisdom People matter (a lot) The importance of the partnership between company and investors 27

28 28

29 Realizing Entrepreneurial Innovation Flagship Ventures One Memorial Drive Cambridge, MA

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