A studio service
Logistics pitch deck design where gross and net tell different stories.
Logistics decks are usually won or lost on one slide: how revenue is presented. Gross and net describe the same business very differently, and an investor who suspects the flattering one was chosen will discount everything after it. We design decks that make the model legible instead of large.
Investment
Three ways to raise.
Fixed price, fixed scope. Pick the tier that matches your raise — from a single deal deck to a full capital-raise kit.
Essential
A sharp investor deck at the length most decks should be — you bring the content, we design it.
5–7 business days
- 12–15 designed slides
- Core investor structure (problem → ask)
- Your brand applied throughout
- Custom charts (market, traction)
- 1 revision round
- Editable PowerPoint source files
Standard
The full raise: we shape the narrative from your inputs at the length investors actually read.
Priority · 4–5 business days
- 15–20 designed slides
- We build the narrative from your inputs
- Full custom chart set
- Matching 1-page investor teaser
- 2 revision rounds
- Editable PowerPoint + source
Complete
A comprehensive deck for detailed raises and sales — full appendix, plus a condensed sales version.
Rush available
- 25–40 slides — deck + appendix
- Custom graphics & data-room slides
- Condensed sales version of the deck
- 3 revision rounds, white-glove
- 30-minute strategy call
- All source files
N° 01What logistics decks get wrong
Four ways the model gets obscured.
01
Gross revenue presented as the growth story
Booking freight at gross makes a business look several times bigger than the margin it keeps. Investors in this sector normalise to net almost immediately, so leading with gross without showing net reads as an attempt that did not work.
02
Asset-light and asset-heavy blended
They are valued differently for good reasons — different capital intensity, different cyclicality, different multiples. A deck that mixes owned capacity and brokered capacity without separating them makes its own valuation case harder.
03
Network effects claimed without density
Coverage is not density. What compounds in logistics is repeat lanes, carrier depth in specific corridors and the resulting service reliability. A map with many pins does not establish any of that.
04
Working capital left out
The gap between when customers pay and when carriers must be paid is a structural feature of this business, and one of the main reasons growth consumes cash. A deck silent on it invites the question at the worst moment.
N° 02What we design
The slides that make the model legible.
01
The revenue slide, both ways
Gross and net side by side, with the take rate visible. Showing both immediately is disarming; it also lets you use the larger number honestly.
02
Unit economics per load or shipment
What a single unit of work earns and costs, and what changes with scale. This is the level at which an experienced reader tests whether the top-line growth means anything.
03
Density rather than coverage
Repeat lanes, carrier depth where it matters, and the service outcomes that follow. It is a harder chart to build and a much better argument than a coverage map.
04
The working-capital slide
The receivable and payable cycle and what funds the gap. Presenting it deliberately turns a diligence risk into evidence that the business is understood by the people running it.
Sample slides
Sample slides, in house style.
Generated in our editorial discipline — framed to your vertical. Every deck we ship is original and bespoke.
Questions
The answers we give most often.
- Should we show gross or net revenue?
- Both, on the same slide, with the take rate visible. Investors in this sector will convert to net regardless, so showing it first is a credibility move rather than a concession.
- We are asset-light. Is that better?
- It is different, not better. Asset-light scales faster and is valued on take rate and retention; asset-heavy is valued on utilisation and capacity. The deck's job is to be clear which one you are and argue on that basis.
- How do we prove network effects?
- With density rather than reach. Repeat lanes, carrier depth in the corridors you actually serve, and the reliability those produce. A national coverage map proves nothing an investor has not seen many times.
- How much does the technology matter?
- It matters as an explanation for better unit economics or better service, and almost not at all on its own. The software slide should sit next to the number it moves.
- Do you cover freight forwarding and warehousing too?
- Yes. The presentation discipline is the same across brokerage, forwarding and warehousing — separate what you own from what you broker, and show the unit of work.
- What about seasonality and rate cycles?
- Show them. A deck that presents a cyclical business as a smooth line asks the reader to believe something they know is not true of the sector.
Next step
Raising in logistics?
Tell us the model, the take rate and where the volume is concentrated. We'll come back with the structure we'd build.