The assessment is built from whatever you provide. More material means more dimensions assessed at higher evidence levels — a more accurate valuation, sharper recommendations, and a document that is harder for an investor to dismiss.
If you send nothing else, these four move the most assessment dimensions and produce the largest improvement in output quality.
| Document | Priority | What it unlocks |
|---|---|---|
| Investor pitch deck (most recent) | Essential | Customer, pain, product, team, market, competition, traction, ask — all in one place. The single highest-value document. |
| Financial model or unit economics | Essential | Revenue model, pricing, CAC/LTV, burn rate, runway. Moves the revenue model and capital dimensions from hypothesis to evidence. |
| Customer interview notes or CRM export | Essential | Confirms real demand. The most underrated document founders forget to send. Moves customer, pain, and need-to-have dimensions from E1–E2 to E3–E4. |
| Sales pipeline data | Essential | Deal stages, conversion rates, revenue to date. Directly validates customer acquisition and monetisation. |
These documents drive the progression from hypothesis (E1) to revenue (E5) on the dimensions that matter most to investors.
| Document | Priority | What it unlocks |
|---|---|---|
| Customer interview notes (structured, non-network) | Essential | 10+ interviews with strangers, not friends. Moves customer and pain dimensions from E2 to E3. |
| Letters of intent or pilot agreements | Essential | Moves need-to-have to E4. Signed intent is behavioural evidence — someone acted, not just agreed. |
| Signed contracts or invoices | Essential | Moves need-to-have to E5 and gates the valuation uplift for commercial traction. |
| Customer survey results | Useful | Quantified satisfaction, NPS, or problem severity data. Strengthens pain dimension with scale evidence. |
| Churn data with stated reasons | Useful | Reveals whether the problem is urgent enough to retain customers. |
| Support ticket logs or complaint data | Optional | Surfaces unmet needs and product gaps. Useful for pain depth and risk assessment. |
The assessment distinguishes between asserted differentiation (E1) and customer-confirmed differentiation (E3+).
| Document | Priority | What it unlocks |
|---|---|---|
| Competitive analysis or battle cards | Useful | Shows you have mapped the landscape honestly, not just stated superiority. |
| Win/loss analysis from sales conversations | Useful | Customer-confirmed differentiation. The strongest evidence for the advantage dimension. |
| Patent filings or IP documentation | Useful | Structural protection relevant to both unfair advantage and moat dimensions. |
| Regulatory approvals or certifications | Useful | Confirms timing thesis where regulatory drivers are the trigger. |
| Signed partnership or distribution agreements | Useful | Validates go-to-market and may contribute to unfair advantage if exclusive or preferential. |
| Customer quotes about your differentiation | Useful | Customers saying why they chose you over alternatives is worth more than any internal analysis. |
The unfair advantage dimension assesses what the founding team has that competitors cannot replicate through hiring alone.
| Document | Priority | What it unlocks |
|---|---|---|
| Founder CV or LinkedIn profile | Essential | Domain expertise, prior companies, relevant roles. Directly scores unfair advantage and team. |
| Co-founder and team CVs | Useful | Closes gap identification in the team dimension. Surfaces capability coverage against known gaps. |
| Advisor agreements with named individuals | Useful | Confirms access to expertise beyond the founding team. |
| Proprietary dataset or data agreements | Useful | Structural unfair advantage. Exclusive data is a moat competitors cannot buy. |
| Co-founder agreement (equity, vesting, decision rights) | Optional | Addresses team stability risk. Absence is a red flag; presence removes it. |
| Prior exit or track record documentation | Optional | Pattern of execution. Strengthens unfair advantage behavioural evidence score. |
| Document | Priority | What it unlocks |
|---|---|---|
| Financial model (P&L, projections, assumptions) | Essential | Revenue model, unit economics, CAC, LTV, gross margin. Moves monetisation from hypothesis to structured evidence. |
| Pricing documentation with rationale | Useful | Confirms pricing is deliberate, not guessed. Strengthens monetisation evidence and need-to-have confirmation. |
| Cap table | Useful | Shows dilution history, investor confidence signals, and existing obligations. Relevant to capital strategy. |
| Use-of-funds breakdown mapped to milestones | Useful | Moves capital from acknowledgement to structured plan. Critical for fundraise readiness assessment. |
| Scenario analysis or sensitivity model | Optional | Demonstrates the founder understands the assumptions their model rests on. |
| Document | Priority | What it unlocks |
|---|---|---|
| Product roadmap | Useful | Vision operationalised. Moves the vision dimension from stated to structured. |
| Retention and engagement data | Useful | Usage behaviour confirms need-to-have more strongly than stated satisfaction. DAU/MAU, session length, return rate. |
| Network effect or referral data | Useful | Flywheel evidence. Viral coefficient, referral rate, organic CAC trend. |
| Proprietary data corpus or usage statistics | Useful | Moat evidence. Accumulated data that compounds with each customer is the most durable competitive protection. |
| Existing term sheets or investor correspondence | Optional | Validates investor interest independently. Strengthens capital strategy with market evidence. |
| Adjacent market analysis or expansion roadmap | Optional | Option value. Shows the founder is building toward a platform, not just a product. |
Send whatever format you already work in. Rough working models, pictures or drawings are more useful than polished documents that hide the assumptions.
| File type | Notes |
|---|---|
| PDF, PPTX, DOCX | Preferred for pitch decks, strategy documents, agreements. |
| XLSX, CSV | Preferred for financial models and pipeline data. Include the assumptions tab. |
| Notion / Google Docs link | Fine — share with view access. We do not need edit access. |
| Airtable / HubSpot export | CSV export is sufficient for pipeline and customer data. |
| Raw notes, bullet points | Customer interview notes in any format are useful. No polish required. |
| WhatsApp or email threads | Customer conversations with willingness-to-pay signals are valid evidence. Screenshots are fine. |
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