Seed Round Pitch Deck

About this template

Why this order fits seed stage

Seed investors cannot judge you on revenue, so they check whether the problem is real, whether something works today, and whether anyone has paid. This 12-slide deck gives each of those a body section. Slide 2 lists the problem, the first solution, early customers, before and after the round, key metrics and the trend chart, numbered 01 / 06 through 06 / 06; only the first three own divider-plus-body pairs (slides 3-4, 5-6, 7-8). The last three are the comparison slide 9, the metric tiles on slide 10 and the chart on slide 11, so nothing listed is missing a slide.

What the three body slides carry

• Problem – the shipped lines read 34 hours a month of manual reconciliation for small merchants, existing tools starting at 390,000 KRW a month, and 33 of 41 interviewed businesses reporting the same pain. The useful part is the order: size of the pain, current alternative, evidence you gathered yourself. That interview count carries real weight at seed.
• First solution – bookkeeping from one photo of a receipt, two bank connections, a single 9,900 KRW plan. This is the minimum that works today, not a feature list; anything unbuilt here surfaces in diligence.
• Early customers – 27 paying stores, 71% retention at four weeks, reconciliation time down from 34 hours to 6. That last line ties back to the problem slide, which is what makes the three read as one argument. Do not break the link when you change values.

Slides this file does not have

Team, use of funds, the next six months and market size appear neither as slides nor as agenda lines. Seed decks without a team page rarely advance, so duplicate the 7-8 pair, build one, and add a line to slide 2 – and instead of listing CVs, give each founder a line on why this problem is theirs. For use of funds, show the split across hiring, engineering and marketing plus how many months it buys. If you add market size, include one line of arithmetic rather than a bare citation, e.g. 620,000 target businesses times 2.9M KRW annual software spend. Every slide you add needs its agenda line, or the 01 / 06 numbering stops matching.

Make the four numbers agree

The tiles read 27 paying stores, 71% four-week retention, a 300M KRW seed target and 14 months of runway. The first two are the same numbers as the early-customers slide, and the last two must divide into each other: 300M over a 21M monthly net burn gives 14 months, and showing the arithmetic removes one question. Runway that counts money not yet received always fails diligence. The chart runs every other month (16, 29, 48, 73 for January to July) under a caption saying the unit is an index – if you enter real store counts or revenue, change that caption too.

Reuse the comparison slide for contrast

Slide 9 puts the MVP stage, 12 paying customers and a team of four on the left against the twelve months after the round on the right: full launch and channel expansion, a target of 200 paying customers, a team of 14. The 12 customers on the left is a different point in time from the 27 on slides 8 and 10, so decide which one is today or the question comes immediately. The right-hand column is what this round pays for, so put a figure beside each line. If you also want a differentiation slide, duplicate this one rather than overwrite it.

What investors catch immediately

• Starting the problem slide with your company story instead of the customer’s.
• Quoting retention with no cohort, which flatters months with heavy signups.
• Ending the trend line on a forecast that looks like an actual.
• Leaving the closing slide as a pleasantry – state the amount, the terms and what you will show at the next meeting.