make claims traceable
for each important claim in the deck, record the source, measurement period, definition and person who can explain it. mark whether the claim is observed, estimated or planned. include known contradictions and the evidence needed to resolve them.
for example, a revenue chart should explain which revenue is included, how it is recognised, the relevant period and how it relates to management accounts and cash collection. a forecast should remain visibly separate from actual results.
organise the commercial evidence
- customer problem and impact: the people affected, the current alternative, the proposed improvement and evidence of results.
- demand: adoption, retention and customer references that you have permission to share.
- revenue quality: recurring and one-off components, concentration, pricing, margins and collections.
- distribution: acquisition routes, the sales process, partner dependencies and evidence that the approach can repeat.
- international growth: the next customer market, local adaptation, access and the assumptions still to test.
prepare for deeper questions
identify the responsible people, relevant delivery experience and gaps in the team. organise ownership records, material contracts, intellectual-property documentation, financial information and any approvals relevant to the business. record which items need professional review.
share sensitive records only through an agreed diligence process with appropriate access. the first introduction does not need identity documents, bank statements or a public data-room link. a concise overview and optional pitch deck are enough to start.
connect capital to a decision and a milestone
explain what the proposed resources would enable, who is responsible and how progress would be measured. show dependencies: a new sales team may require evidence that the channel works; a new market may require product adaptation and local delivery capacity first.
include a slower-growth or delayed-delivery case. identify the assumptions with the largest effect on cash needs, the commitments that are difficult to reverse and the point at which you would change the plan. a forecast is a decision tool, not a promised result.
understand our review boundaries
lab2sky’s investment firm and series a fund are in development. we welcome introductions aligned with our shared thesis; this guide is not an offer of funding or a universal investment checklist.
our assessment uses consistent, stage-appropriate questions. missing evidence remains unknown. ai-assisted research may organise and corroborate information, but people must assess material claims and make the decision. an attractive score does not complete due diligence or guarantee an investment.
these are lab2sky’s working questions and assessment approach. examples are illustrative unless explicitly identified otherwise. how we write our guides