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We’ve been in pitch rooms where a founder had everything lined up for a yes: the numbers stacked up, the total addressable market was attractive, the unit economics made sense, and the strategy was sound. But the answer was still no. Why? Because the presenter hadn’t aligned their narrative with what the investor was actually looking for.
Investors tend to use an internal checklist, even if they never show it to you. Certain boxes must be ticked – whether it’s a minimum internal rate of return (IRR), a defined compound annual growth rate (CAGR), an acceptable loan-to-value ratio (LVR), or just a clear path to yield and capital protection. Therefore, your pitch should be about knowing which boxes matter to the investor or stakeholder you’re targeting, and speaking their language.
Over and above capital raising, structuring your pitch deck properly is just as important when updating existing investors, managing lender relationships, or communicating with joint venture partners and internal stakeholders.
Whether you’re raising equity, securing debt, or giving a quarterly update to your advisory board, structure your presentation to cut through — frills or no frills, clear and robust key messages are the foundation.
Our view: marketing your investment opportunity isn’t the polish – it’s the bridge. If you can’t clearly communicate the opportunity in a way that resonates with your ideal investor, even the best idea stays stuck in the founder’s head.
Beyond the numbers, investors want to understand the why: why address this problem, why now, why you and your team, and why this way.
So, where do you start when structuring your pitch?
Know your audience
Some investors want capital growth. Others are focused on yield. Some are motivated by structure or tax outcomes, and some are simply managing downside risk.
If you’re raising equity, they’re asking: what’s the upside? Is the CAGR attractive? Is there a clear exit path? What’s the risk-to-reward profile?
If you’re seeking debt, they want security, serviceability, and a fallback plan. They’re thinking about LVRs under 65 percent, strong interest coverage, and clear repayment triggers.
And if you’re dealing with tax-structured investors – think family trusts, SMSFs or high-net-worths – then depreciation schedules, negative gearing and distribution timing matter more than flashy growth curves.
The same applies when you’re reporting back. A sophisticated investor or JV partner wants to see performance against the metrics that matter to them.
Don’t give everyone the same story – tailor it to what they’re listening for.
Types of investors and what they’re looking for
Growth-focused equity investors
Venture capital, private equity, or strategic partners
What might they be looking for?
• Strong CAGR (Compound Annual Growth Rate)
• High IRR (Internal Rate of Return)
• Scalable model with defensible positioning
• Clear exit pathway – trade sale, IPO, or buyout
Yield-focused investors
Income-driven individuals, funds, SMSFs
What might they be looking for?
• Reliable, recurring cash flow (5–8%+ net yield)
• Predictable distributions or profit share
• Income-producing business models or assets
• Lower volatility and consistent performance
Debt and lenders
Banks, non-bank financiers, private credit funds
What might they be looking for?
• Low LVR (Loan-to-Value Ratio), typically ≤ 65%
• Serviceability and strong interest coverage
• Clear repayment or refinance plan
• Asset security – ideally first-ranking or guaranteed
Tax-optimised investors
High-income earners, family offices, trusts
What might they be looking for?
• Negative gearing and accelerated depreciation
• Tax-effective structures – trusts, franking credits
• Pre-tax losses to offset other income
• Long-term tax outcomes or legacy planning
Family offices and private capital
Multi-generational, relationship-based investors
What might they be looking for?
• Long-term alignment and access to founders
• Co-investment rights or strategic involvement
• Values-based alignment or intergenerational value
• Exposure to real assets or steady-return projects
Impact and ESG-aligned investors
Ethical funds, philanthropic capital, values-led HNWIs
What might they be looking for?
• Measurable environmental or social outcomes
• ESG reporting and good governance structures
• Alignment with SDGs or sustainability objectives
• Solid commercial return – even if lower IRR is accepted
Strategic or JV partners
Aligned operators, corporates, or distribution players
What might they be looking for?
• Synergies or capability uplift
• Access to new markets, IP, or revenue streams
• Strategic influence – governance or board access
• Confident delivery by a strong, aligned team
Now to the pitch’s structure: always start with why
Start with the shift. What’s changed in the market that makes this the right time to act?
It could be a zoning reform, an undersupplied corridor, a regulatory gap, a macroeconomic shift. Whatever it is, connect your project or service to that change – and show that you’ve spotted something others haven’t. Demonstrate that you’ve done your research as to why this matters.
Then go one level deeper. Why you to solve to the problem? What lived experience, industry insight, or strategic position gives you the edge? Investors respond to founder-market fit just as much as they do to spreadsheets.
Ground it in market logic
Avoid vague or overused statements like “We’re entering a $10 billion industry”, which don’t tell the investor or stakeholder anything meaningful about your unique value or opportunity.
Instead, get specific — talk about your actual traction, niche, target segment, competitive edge, or market entry strategy. For example:
“We’re targeting the $300M mid-tier healthcare provider segment — a group underserved by current software solutions, as identified in recent market research into digital adoption across the sector.”
What’s your total addressable market? What niche are you focused on? What are the demand indicators – population growth, net migration, ESG shifts, interest rate cycles?
For property, talk absorption rates, median days on market, yield trends. For financial services, outline shifting regulatory pressures, investor appetite, or technology-driven inefficiencies. In professional services, what market segment are you productising your IP for?
Let the investor see a real-world gap they believe you can fill.
Show how it works
What’s your model – and how does it actually solve a problem and make money?
Keep it practical. Is revenue recurring or project-based? What’s the gross margin? What’s the cost to acquire a client or site? What’s the build timeline, the sale assumptions, or the revenue-sharing structure?
For example:
Property development opportunity:
Site acquisition: $4.2M
Projected end value: $7.1M
Gross margin: 24%
IRR: 19% over 18 months
Pre-sales committed: 65%
Financial services product:
AUM growth: 8% QoQ
Avg yield: 7.2%
Client retention: 91%
Fee margin: 0.92%
Make it simple, but precise. Show you understand how the mechanics generate returns. Bring the proof before the polish..
If you’ve got revenue, say how much and how fast it’s growing. If it’s early-stage, show validation – letters of intent, expressions of interest, pilot results, advisory support, signed terms, or DA approval.
Nothing builds credibility like demonstrating others are already backing you or buying in.
Be clear on the ask
Avoid vague requests like “we’re looking for strategic capital” or “flexible options.” Be specific.
Are you raising $2M equity at a $6M pre-money? Are you seeking $3.5M senior debt at 9% interest over 24 months? Outline what it funds – acquisition, construction, working capital – and what investors get in return.
For equity: outline projected IRR, expected multiple on invested capital, or timeline to liquidity.
For debt: state yield, security, repayment structure, and term.
There’s confidence in clarity.
Handle objections before they arise – and close with conviction
You’ve delivered your key messages. Now you’re approaching the pointy end of the presentation. Before you open up for Q&A, use this final stretch to address any doubts your ideal investor or stakeholder might be quietly holding.
Anticipate the internal dialogue:
“You may be wondering – if X is true, then what about Y?”
Call it out. Answer it with evidence where you can, and be honest where gaps remain. Acknowledge risks, and show how you intend to mitigate them. Investors don’t expect perfection, but they do expect preparedness.
Then, bring it home. Summarise the opportunity with clarity and conviction. Reaffirm the upside. Restate why this is the right time, the right solution, and the right team. The last 10% of the pitch is often what sticks so make sure it’s compelling.
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Get in touch if you’d like to learn more about how to structure and deliver an upcoming pitch.