A studio service
The business model slide how the money actually arrives..
This slide answers one question: who pays you, how much, and how often. Founders routinely turn it into a diagram of value flows, which answers nothing.
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 goes wrong
Three ways to say nothing at length.
01
The value-flow diagram
Boxes and arrows showing value moving between users, platform and partners. It looks considered and communicates no number. Investors want price, frequency and margin.
02
A category label instead of a model
‘Freemium’, ‘SaaS’, ‘marketplace’. Every marketplace takes a cut; the question is what cut, on what volume, from which side, and why that side tolerates it.
03
Pricing with no anchor
‘$49 per month’ means nothing alone. Against what the buyer currently spends — an agency retainer, three tools, a headcount — it means everything.
N° 02What works
Price, frequency, margin. In that order.
01
State the price plainly
Actual numbers and tiers. If pricing is still moving, say what you charge today and what you are testing. Investors are more forgiving of experiments than of vagueness.
02
Show who signs
In B2B the buyer, the user and the budget holder are often three people. Naming which one you sell to tells investors whether your sales motion is realistic.
03
Include gross margin
Or the honest reason you cannot yet. Margin decides whether growth compounds or gets expensive, and omitting it is the first thing diligence asks about.
Questions
The answers we give most often.
- What goes on the business model slide?
- Price, who pays, how often, and gross margin. If it does not carry a number it is not a business model slide.
- Is freemium a business model?
- No, it is a funnel. The model is what converted users pay and at what margin.
- Should I show unit economics here?
- Headline margin here; CAC, payback and LTV on the traction slide. Splitting them keeps both readable.
- What if pricing is not settled?
- Show what you charge today and what you are testing. Investors expect early pricing to move; they do not expect it to be undefined.
- How do I show a marketplace model?
- Take rate, which side pays it, and average transaction value. A take rate without transaction value is unreadable.
- Where does it belong?
- After the product and before traction — the traction numbers only mean something once the model is understood.
Next step
Want the whole deck to hold together?
One strong slide rarely rescues a deck. We design the argument end to end.