{"id":7042,"date":"2023-07-28T15:54:09","date_gmt":"2023-07-28T15:54:09","guid":{"rendered":"https:\/\/mysourcefunding.com\/startups\/a-fundraising-coachs-step-by-step-guide-to-meeting-with-investors\/"},"modified":"2023-07-28T15:54:09","modified_gmt":"2023-07-28T15:54:09","slug":"a-fundraising-coachs-step-by-step-guide-to-meeting-with-investors","status":"publish","type":"post","link":"https:\/\/mysourcefunding.com\/?p=7042","title":{"rendered":"A Fundraising Coach\u2019s Step-By-Step Guide To Meeting With Investors"},"content":{"rendered":"
\n

By Nathan Beckord<\/em><\/strong><\/p>\n

A startup founder wears many hats: leader, ambassador, visionary\u2014and, of course, fundraiser. But Robbie Crabtree\u2019s company, Founder Fundraising, coaches founders as they don one more: \u201cchief storytelling officer.\u201d<\/p>\n

Robbie, a serial entrepreneur and former litigator, sees the fundraising process as akin to a courtroom trial.<\/p>\n

A prosecutor\u2019s opening statement is a concise introduction to the case, similar to a founder\u2019s first call with an investor. An attorney\u2019s closing argument \u201cpitches\u201d to 12 jurors like one might pitch a deal to all the partners at a VC firm. The average trial lasts one or two weeks, which mirrors the typical timeline when persuading investors to fund a startup.<\/p>\n

But to pitch well requires understanding the different stages of fundraising and what each step entails. Robbie says. \u201cYou have to understand the rules of the game. Because you deal with investors differently before the first meeting . . . at the first meeting . . . in between the first and second meeting, at the second meeting\u2014it’s very similar to a sales process.\u201d<\/p>\n

<\/fbs-ad><\/p>\n

Pre-meeting pointers<\/strong><\/h2>\n

Like a resume and cover letter, your deck should be tweaked and tailored to the opportunity. Sometimes it\u2019s even worth developing multiple decks for a single pitch, each designed for different purposes.<\/p>\n

In addition to your core pitch deck, consider a text-heavy \u201cexplainer\u201d version to use as a follow-up tool. Often, investors pitch to their<\/em> partners, so they need to be able to clearly articulate your value proposition on your behalf. Your role as a founder is to \u201cequip them with the information to be your champions\u2014to get to that next meeting,\u201d says Robbie. \u201cSometimes we’ve got to take information, put it in a nice, concise way, and let them do the storytelling.\u201d<\/p>\n

First meeting with an investor<\/strong><\/h2>\n

Robbie considers the first meeting with an investor to be about \u201cbuilding connections and having conversations,\u201d not <\/em>asking for money immediately. Initial meetings should create rapport; if that happens, \u201cyour chances for a second meeting go way up,\u201d he says. Focusing on money at the outset \u201ccreates this transactional, cold relationship dynamic, and humans just don’t operate that way,\u201d Robbie adds.<\/p>\n

A few more first VC meeting musts:<\/p>\n

Chat about your mutual connection. <\/strong>You probably already have something in common with the VC you\u2019re meeting\u2014you both know the person who introduced you. Start there. Ask how they know your mutual acquaintance and make sure you reinforce the fact that your warm intro came from a trusted source. Therefore, a level of trust already exists.<\/p>\n

Get curious and learn their<\/em> story. <\/strong>Storytellers don\u2019t just share their own narratives\u2014they also listen to others. Ask investors to tell you their stories. \u201cIt creates a sense of reciprocity,\u201d Robbie notes. People love to talk about themselves. If you give an investor a chance to tell you how they came to be in their current role and about their accomplishments, you put them in a good mood. It also helps them \u201cfeel like a normal human instead of just a source of capital,\u201d says Robbie.<\/p>\n

Pop some questions. <\/strong>Meetings with investors aren\u2019t just occasions for presentations. They\u2019re opportunities for dialogue. \u201cTell your founder story, tell your vision story, and then have some questions,\u201d Robbie says. \u201cYou can go back and forth.\u201d It\u2019s a conversation, not an audition.<\/p>\n

Understand the investor\u2019s process. <\/strong>Every firm is different. In some firms, it takes unanimous consent. In others, one person can lead the deal. Use those earlier meetings to learn the specific VC firm\u2019s process. When you understand their process, you can build your strategy accordingly.<\/p>\n

For example, you might know that even if one decision-maker dislikes you, it won’t sabotage the deal. Or you might know that if one doesn’t like you, it\u2019s a problem. If that\u2019s the case, Robbie suggests reaching out to your champion, the person who can provide backup and guidance.<\/p>\n

Ask for a second round. <\/strong>Don\u2019t assume (or expect) investors to ask you for a second meeting. \u201cYou have to ask the question,\u201d Robbie advises. Say something like, Hey, it feels like there’s some alignment here. I’ve really enjoyed this conversation. Would it make sense to go ahead and set up a second call so we can dive deeper to see if it’s a good fit?<\/em><\/p>\n

Of course, the three possible answers are yes<\/em>, maybe,<\/em> and (unfortunately) no<\/em>.<\/p>\n

\u201cThere’s a decision tree based on all those . . . but founders have to be willing to ask,\u201d says Robbie. \u201cMany of them get to the end of a first meeting or first call and finish with Okay, well, this was great. Well, you’ll just let me know.<\/em>\u201d<\/p>\n

If you don\u2019t broach the subject before leaving the room, it\u2019s a missed opportunity \u201cbecause investors want less friction,\u201d Robbie points out. \u201cYou have to ask them, What are the next steps? How do we move this forward?<\/em>\u201d<\/p>\n

Best-case scenario: The investor is happy to meet again. More likely, they\u2019ll tell you something like, We’ll talk it over internally and get back to you. <\/em>And sometimes, you\u2019ll just get a no, but at least you have your answer. This strategy leads to a \u201cridiculously high increase in conversion to a second meeting\u2014just by asking that question and doing it in a non-pushy way,\u201d Robbie notes.<\/p>\n

Handle any answer with aplomb. <\/strong>Rejection happens for numerous reasons, many of which are simply circumstantial. But you can <\/em>make lemonade from lemons by leveraging your meetings to grow your network.<\/p>\n

Robbie\u2019s script in reply to a “no”? I appreciate that. We know we’re not for everyone. It seems like we had a good conversation. I would love to just stay in touch. And if there’s anyone you think would be interested in this, I would love for you to introduce us. If not, no worries.<\/em><\/p>\n

Put it on the calendar. <\/strong>What about a “yes”? Well, congratulations! As soon as you hear that magic word, nail down the next meeting: Offer a variety of days and times right then and there. If they say, Yes, but I need to check in with my team, <\/em>you can take one of two routes. Say, Hey, would it make sense to just set a call on our calendar? We can always change it if it doesn’t work for your team.<\/em> Or reply with something like, That makes total sense. When should I expect to hear from you?<\/em><\/p>\n

Sometimes investors drag their feet. Sometime next week<\/em> isn\u2019t much help. Persist in drawing out and\/or clarifying their answer if need be: If I don’t hear from you by Monday, I’ll reach out with some times on my end.<\/em> Or ask, If I don’t hear from you by Wednesday, can I assume it’s not a good fit?<\/em><\/p>\n

You’re not forcing their hand, but you\u2019re putting a bit of gentle pressure on them. That\u2019s the only way to ensure clear next steps and expectations\u2014and to preserve your mental health.<\/p>\n

The \u201cmaybe\u201d is the toughest answer to deal with. But Robbie recommends an approach similar to the “yes”: OK, that makes total sense. I know you have a process and you need to discuss it with other people. When should I expect to hear whether you want to move forward?<\/em><\/p>\n

More articles from <\/strong>AllBusiness.com<\/strong>:<\/strong><\/p>\n

Your second meeting with an investor<\/strong><\/h2>\n

Round two is where your interactions with VCs dip into make-it-or-break-it mode.<\/p>\n

When new people arrive in the room, finding out what they already know (or don\u2019t know) is essential. \u201cWe don’t want to assume anything,\u201d says Robbie. He suggests asking a new contact (who works with the investor you\u2019ve already met) something like, I want to make sure we have a productive meeting. I know John and Robert. But I’m curious what Robert already told you about myself as a founder and what we’re building here at Founder Fundraising<\/em>.<\/p>\n

That way, you can learn how familiar they are with you before you proceed with the conversation. Perhaps you won\u2019t need to share your company\u2019s vision story, but you should<\/em> share your founder story\u2014or vice versa. Then you ask them for a short version of their<\/em> story and tell them you\u2019re happy to answer any questions.<\/p>\n

Essentially, these tips focus on \u201cmaintaining proper meeting dynamics,\u201d says Robbie. \u201c[You\u2019re] gathering information, yet leading the conversation and allowing the investor to feel like they’re in control of the conversation, so it’s not one-sided.\u201d<\/p>\n

In a second meeting, founders should be ready to answer any<\/em> questions, including the toughest ones. \u201cYou have to be prepared. You should understand what your positioning is and what your framing is . . . You should know your numbers really well, especially financial numbers like your CAC (customer acquisition cost) and LTV (loan-to-value) [ratio]. You should certainly know your go-to-market and [other] strategies.\u201d<\/p>\n

Your answers also should be short and sweet. A rambling reply suggests you\u2019re not a hands-on leader. \u201cThis is your moment to shine, to show you came prepared to deliver, that you know yourself,\u201d Robbie adds. \u201cWhen you’re asked questions, pause before answering them. Give yourself two or three seconds to think them through . . . and deliver them in a confident, but approachable, manner. I call it \u2018approachable expertise\u2019: I know I’m the expert, but I invite your conversation and questions.”<\/em><\/p>\n

Three (or four or more) time\u2019s a charm?<\/strong><\/h2>\n

By the third or fourth meeting with an investor, you might walk into a room with 10 other people, including all of the VC firm\u2019s partners. It\u2019s inevitably stressful because it\u2019s difficult to be conversational with an audience glaring at you.<\/p>\n

Preparation is poise. Composure is confidence in knowing your stuff. A good founder should internalize all the answers to investors\u2019 questions \u201cbecause they’re the real answers,\u201d says Robbie. \u201cWe’re not making up false answers. We’re just packaging what’s there in the most compelling and clear way.\u201d<\/p>\n

Put your best face forward<\/strong><\/h2>\n

The tactics Robbie shares here can help you put your best face forward. But there\u2019s an even more fundamental strategy you can put in place: \u201cI just had a client close a seed round,\u201d he says. \u201cThe biggest change we implemented was not the story. It was not the process. It was actually mindset and how that founder was feeling about it . . . mindset creates energy . . . it allows an investor to feel that a founder has that it<\/em> factor.\u201d<\/p>\n

Operating from a scarcity mindset is operating in fear, Robbie adds. \u201cWe want to be operating from a place of confidence and abundance\u2014that there’s plenty of money out there; there are plenty of investors . . . that we’re building a huge business and people want to be involved. That attracts the same energy back to us.\u201d<\/p>\n

About the Author<\/strong><\/p>\n

Nathan Beckord is the CEO of <\/em>Foundersuite.com<\/em>, which makes software for startups raising capital. Nathan is also the CEO of <\/em>Fundingstack.com<\/em>, which is a new platform for VCs and investment bankers to both raise capital and assist clients and portfolio companies. Users of these platforms have raised over $9.7 billion since 2016.<\/em><\/p>\n

RELATED: <\/strong>How Storytelling Can Help You Craft An Investor Pitch That Stands Out<\/strong><\/p>\n<\/div>\n

Read the full article here<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

By Nathan Beckord A startup founder wears many hats: leader, ambassador, visionary\u2014and, of course, fundraiser. But Robbie Crabtree\u2019s company, Founder Fundraising, coaches founders as they don one more: \u201cchief storytelling officer.\u201d Robbie, a serial entrepreneur and former litigator, sees the fundraising process as akin to a courtroom trial. A prosecutor\u2019s opening statement is a concise […]<\/p>\n","protected":false},"author":1,"featured_media":7043,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[77],"tags":[],"class_list":{"0":"post-7042","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-startups"},"yoast_head":"\nA Fundraising Coach\u2019s Step-By-Step Guide To Meeting With Investors | Brandiary<\/title>\n<meta name=\"description\" content=\"By Nathan Beckord A startup founder wears many hats: leader, ambassador, visionary\u2014and, of course, fundraiser. 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