Categories: Blog

Your business readiness assessment. Do it right. Secure investors now. Be happy.

A business readiness assessment, or as I call it, an “investor-ready check”, is an essential preparation step that every Startup should take before they begin investor outreach.

What is a business readiness assessment?

This Blog is written with one specific kind of business in mind. Startups. Therefore, my criteria for a business-ready assessment are as follows. To be in the best position to secure external investment, a Startup should seek independent advice from an experienced source.

In my opinion, that source should not be a Lawyer, Accountant or Tax Professional. The ideal person to advise a Startup would be someone who has started up companies themselves, then raised capital, and has since invested in some startups and is still a current investor.

What things need to be checked? At the very least, ask a person to analyse your Pitch Deck, review your Financial Model, and check the completeness of the due diligence and closing documents in your Data Room.

This bundle includes our Pitch Deck Review, Financial Model Review, and two x 30-minute consultations with James Spurway.
  • Pitch Deck
    As a past Founder, I always valued receiving the insight and advice of an experienced operator. If you are about to start a campaign to raise external capital, this is a good time to have someone outside your company conduct a “reality check”.

    That person or team should be an experienced current investor, and analyse and score your deck based on it clearly showing the following:
    1.       The Founder/s has/have identified (and, to whatever extent possible, proven) a viable business opportunity;
    2.       Additional capital will let the Founder/s pursue a strategy to access that business opportunity in a way that will produce a significant return on the investment; and
    3.       The Founder/s and your team are capable of executing the strategy that has been identified.
     
    The real aim of any Startup Pitch Deck, therefore, should be to inform investors of the following key points:
    1.       The problem
    2.       Who has the problem
    3.       How big the problem is
    4.       How to access the people with the problem
    5.       How to solve the problem
    6.       The cost of solving the problem
    7.       The potential value of solving the problem
    8.       You and your team’s ability to solve the problem

  • Financial Model
    There are three particular reasons why a financial plan is important for startups specifically:
     
    1.       Firstly, you need one to build an economically viable business. Why? Because by quantifying (and then validating) your business plan and business model, assumptions and vision you are able of finding out whether you can turn your ideas into a sustainably operating business.
     
    Moreover, if you build different versions (“scenarios”) you are better prepared for the future, especially if things do not go the way you planned. What if you launch half a year later? Answering such a question in your “worst-case scenario” helps you anticipate how your cash flow, profitability and funding need are impacted.
     
    2.       Secondly, you need one as part of the fundraising process. Financiers will typically ask you for a financial plan when you engage with them to raise funding. Whether they are angel investors, VCs, Banks or a subsidy provider. Certain investors will require more details than others, but building a model is wise even if you only need to provide them with high-level data.
     
    Why? Because it helps you answer the tricky questions a financier might have when he or she dives into your business case. Moreover, how are you planning to raise funding if you did not properly calculate how much funding you actually need?
     
    3.       Lastly, you need one to inform yourself and shareholders. How do you know how your company is doing if you don’t have any targets to achieve or steering information to compare against? How are you going to update your shareholders on how you are spending their money and whether you are performing as promised without any financial plan to benchmark against? You will need a forecast to do so.
     
    Your external check should include a detailed assessment of whether your chosen modelling basis, i.e., TOP DOWN or BOTTOM-UP forecasting, is applicable to your sector and vertical. Top-down forecasting is ancient history and a complete waste of time.
     
    It should also check your model’s assumptions (input fields for internal formulas). If these are wrong, or the formula construction is flawed, the entire Financial Model will be a bunch of numbers which don’t reflect your view on the future.
     
    Lastly, never lose sight of the outcomes that your model should hopefully achieve, these being:
    1.       Financial Statements
    2.       Operational Cashflow Overview
    3.       KPI Overview
     
    Authors note:
    When I started building and reviewing financial models back in the day, someone taught me to never believe the numbers you see unless you have scrutinised the logic and checked the calculation basis.
     
    I used to perform some “sanity checks” on each financial model to make sure we (or the company being reviewed) had avoided common pitfalls in the financial models of startups.
     
    You can find ten common errors below:
    1.       A mismatch between the financial model and the business plan: a financial model should resonate with the overall business strategy
    2.       Overoptimistic or very pessimistic revenue projections
    3.       A funding need that is not adequately explained: make sure you include a breakdown of costs
    4.       Underlying assumptions that are not clearly defined: you should be able to provide clarification or proof of the numbers
    5.       Not enough employees as part of the personnel forecast: do not underestimate the number (and costs) of employees you need to build a fast-growing company
     
    6.       Revenue projections which are not aligned with the market size: by definition, revenues cannot be larger than the size of the market
    7.       Operational expenses that are being left out: make sure expenses are aligned with your strategy
    8.       Operational expenses which are misaligned with the forecasted revenues: make sure expenses resonate with revenues
    9.       No realistic view of the gross, EBITDA and net margins: when speaking with investors, always be prepared to answer questions on your current and expected margins
    10.   Disregarding the importance of working capital: do not underestimate the effect of payment terms on your funding need

  • Data Room
    Building your data room and populating it with documents as they are available does not mean that you need to share everything in there with every investor you meet. You need to get advice from investors who have invested at various stages – e.g. seed stage, series A, B etc., as to what is required and when.
     
    Having said that, you could expect to prepare the following if you are raising a large seed round or Series A round and later ones:
     
    Financials & Cap Table
    To start, you will want to include the basics for your fundraise. This includes your deck, basic financials (cash metrics, OpEx, etc.), projections for the following year, and your cap table. Be sure to include any happenings and commitments for the current round as well. All of these things should be easily accessible for you and should require minimal effort to get them together.
     
    The team at Corl suggests including the following documents as well:
    Voting agreements
    Investor rights agreements
    First refusal & co-sale agreements
    Stock purchase agreements
    Capitalization table
    Any documents/details on previous raises
     
    Market Data & Research
    This section is intended to show you have a deep understanding of your market and your immediate competitors. Include any first-hand market research or public reports that are relevant to your market. You will also want to share a competitive analysis showcasing different price points and feature differences. 
    As Andrea Funsten wrote, “Include a competitive Landscape Tracking Sheet – a list of companies that they are tracking, some that are not on the market yet. I love that they were not afraid to share this and were extremely thorough.”
     
    Incorporation Docs
    Investors will want to quickly glance at incorporation docs to make sure your company is set up for success.
    A couple of example docs that are worth including:
    Amended and restated articles of incorporation.
    Bylaws
    Business certificates
    Tax IDs
     
    Team & Stakeholders
    This is exactly what it sounds like, a section to highlight your team members. This should also show the exact titles, salaries, and job descriptions for current team members.
     
    Also, use this as a section to showcase where your next hires will be. This will not only help share the vision of the team you are building but can also allow investors to jump in and help hire from their network. To go above and beyond, you can also include things like onboarding documents to offer a glimpse of your culture and hiring process.
     
    A couple of example ideas: 
    Employee contracts
    Team Overview
    Onboarding documents
    Info on current board members
    Past board decks
     
    Past investor Updates
    Not only will including past investor updates help them assess the growth of the business, but it is also a surefire way to show you take investor communication and transparency seriously. As Andrea Funsten Tweeted, “Recent investor updates for the last 6 months. Helps me not just gauge the level of transparency that they have with their investors (sharing the bad just as much as the good) but I can see the progression over time.”
     
    Customer References
    During due diligence, investors will likely want to understand how your customers view your company. You can include a customer references and referrals section in your data room to help demonstrate how much your customers love your company.
     
    Marketing materials
    This can be a quick section showcasing your brand and marketing vision. Include your pitch deck as well as a deck you may share with customers. The team at Corl suggests sharing a 1-pager on your brand and marketing vision here as well. 
     
    Product
    Some companies might want to include a section about their product or service. This can include anything from a demo video to IP information and patents. Check out a few examples of what you might want to include with your product folder below:
    IP information
    Demo video
    Technology (APIs, integrations, roadmaps, etc.)

Conclusion

As a Startup Founder, “you never get a second chance to make a first impression”. Preparing your material and yourself to leave the best possible impression on every investor you meet will increase the odds of securing the growth capital you need.

In practical terms that means identifying an advisor who has previous startup experience, as well as current investor experience.

The person you choose should review:
– Pitch Deck
– Financial Model
– Data Room
and provide an assessment as to the investor “readiness” level – i.e., if graded out of 100, what score would you get?

That assessment should lead to a written report being issued to the Founder/s, and a strategy session being held, so the Founder/s is not in any doubt what he/she/they need to improve/amend to attract the attention of the right investors at the right time.

About the Author

James Spurway is an Angel Investor, Mentor, Advisor, Speaker, former Commercial Pilot, and Author specialising in raising debt and equity capital. He strives to model diversity, equity, and inclusion in the founders he agrees to invest and work with.

He has paused his angel investing activity to focus on raising his first US$ 50M venture capital fund, which will invest in startups that can accelerate the achievement of net zero emissions.

James spent the past 33 years living in Hong Kong, Vietnam, Germany, Switzerland, Monaco, the USA, Thailand, the Philippines, Singapore, and Australia, his country of birth.

In that time, he started 10 businesses, exited from seven, shut down two, and kept one. He has invested in a total of 50 startups since 2001 and had six successful exits.

James Spurway

Genius is widely distributed. Opportunity is not. If you were #rejected by a top-ranked #accelerator, we can check your #pitchdeck, #model, and #capvalue to make you #investorready and help get you #funded. I'm a serial entrepreneur, startup mentor and fundraising advisor, angel investor, licenced twin-engine commercial pilot, author and speaker.

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