A studio service
Robotics pitch deck design where the customer's payback is the pitch.
A robotics deck has two audiences at once: the investor asking whether this is a real business, and the operations buyer your customer will have to convince internally. Both are doing the same arithmetic — what does this replace, what does it cost, and how fast does it pay back. We design decks that answer that before they explain the technology.
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 robotics decks get wrong
Four ways the economics get buried.
01
The technology leads and the payback follows
The buyer is comparing your system to the labour and equipment it replaces. If the payback arithmetic is not early and explicit, the deck reads as a demo rather than a business, however impressive the hardware.
02
Software margins claimed on a hardware business
Investors price hardware gross margin against a trajectory, not a promise. What matters is where margin sits today, what drives it up at volume, and which of those drivers you actually control.
03
Pilots counted as customers
A pilot is an experiment with a budget line, not a commitment. Showing pilots and production deployments as one number invites exactly the question you least want, and answers it badly.
04
Recurring revenue asserted, not accounted for
Robots-as-a-service spans a lease component and a service component, and they are recognised differently. A deck that calls the whole contract recurring, without showing how it is accounted for, will be unpicked in diligence.
N° 02What we design
The slides that make the case operational.
01
The customer payback slide
What the system replaces, what it costs to run, and how long until it pays for itself — in the buyer's units, not yours. This is the slide your customer's operations lead will screenshot.
02
Deployment economics
Cost to install, time to productive, and what it takes to support a site. Investors underwrite the scaling cost as much as the unit economics, because it is what limits how fast you can grow.
03
Pilot-to-production conversion
How many pilots, how many converted, how long each took, and what distinguished the ones that did. Reporting this honestly is more persuasive than a high number reported vaguely.
04
The revenue-model slide
Hardware, software and service separated, with the contract structure visible. If the model is RaaS, the deck should show how the lease and service components are recognised rather than leaving diligence to discover 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.
- How much of the deck should be the technology?
- Less than founders expect. Enough to establish the system works and why it is hard to copy, then straight to the economics. A robotics investor has seen many impressive demos attached to businesses that did not scale.
- Our margins are thin today. Do we hide that?
- No — show the trajectory and the mechanism. Investors expect early hardware margin to be poor; what they want is a credible account of what improves it, and evidence you control those levers.
- How do we present pilots?
- As pilots, separately from production, with conversion history. The honest version reads as command of your own funnel; the merged version reads as something to hide.
- Is RaaS worth presenting as recurring revenue?
- It is worth presenting accurately. Show the contract structure and how it is recognised. Calling the full contract value recurring is the kind of claim that unravels in diligence and takes the rest of the deck with it.
- Who is the deck really for?
- Often two people: the investor, and the operations buyer your champion has to persuade internally. The best robotics decks give the champion something they can forward without you in the room.
- Can you design the ROI calculator too?
- Yes — a clean one-page payback model your sales team can use with a customer, built from the same numbers as the deck so the two cannot drift apart.
Next step
Raising for robotics?
Tell us what the system replaces, where margin sits today, and how pilots have converted. We'll come back with the structure we'd build.