Problem: It's hard to make a good presentation that tells people why they should support your idea or project.

Solution: This guide shows you how to make simple, clear slides that get people excited to help you.

Table of Contents

• Table of Contents
• Overview
• Title Slide
• Traction Slide
• Problem Slide
• Solution Slide
• Traction/Timing
• Scale of Opportunity Slide
• Competition Slide
• Vision Slide
• Dream Team Slide
• The Ask Slide (Use of Funds)
• Appendix
• Design
• Practice and Refining
• Expectation Map

Overview

• Donors want to invest in an organization that will give them as much impact return as possible.
• They want to know…
• Will it grow fast
• Will it be huge
• What are the risks
• How will those risks be addressed
• Why is this the right team
• What will happen to the organization after it receives the funds

Title Slide

• Your title slide should list your organization name or logo and a one-sentence description of what you do.
• Anyone reading your one-liner should immediately be able to picture what you do in their head. This means it should be:
• Concrete
• Example - “Reinventing agriculture” vs. “We build and operate robot greenhouses” - “Reinventing” is too abstract and “agriculture” is so broad that I don’t get any new information about what you do.
• Use terms common enough for a layperson to understand
• Example -“Creating behavior change among nicotine addicts” vs. “Help people quit smoking” - “behavior change” may be a specific, meaningful term to psychology PhDs and healthcare executives, but that meaning will likely be lost on the average person.
• Specific to what YOU do
• Example - “Plant-based dairy” vs. “We make plant-based cheese” - in the first case, it’s unclear what you do around plant-based dairy. Do you produce or distribute it? What kind of dairy products? Your one-liner should make clear what your market is.
• What is your mission?
• Condense into a simple powerful sentence.
• Don't list features– communicate your purpose.
• Nobody cares what you can do. Everybody cares what you can do for them.

Traction Slide

• At every point during your pitch, donors are going to be evaluating whether you are worth their time.
• Putting this slide early grabs the donor’s attention and convinces them that your presentation is worth listening closely to.
• It also provides a smooth lead in from your one-liner (“We help people quit smoking. Our product is so good that in just the past 2 years, we’ve reached 500k WAU growing at 20% m/m.”) and transitions well into your problem (“The reason people need this organization is that smoking is the leading cause of lung cancer…”).

Problem Slide

• Outline the problem you’re solving. How does the world currently work for your customers, and what’s wrong with it?
• What challenges do you address and solve?
• Describe the pain of your customer (bigger the better)
• Explain how this is currently addressed
• Show why the current market offerings are inadequate
• Don't build a solution that's looking for a problem.
• Make sure it’s a problem your specific organization actually solves. 
• The problem slide is a setup for the solution slide, which goes over how you solve this problem.
• The solution you present needs to seem like a natural fit for the problem you’re solving.
• Bad problem statement: “Americans spend $400B on mental health problems.” There’s no way a tiny startup can solve this $400B mental health problem - each startup only focuses on a piece of it.
• Good problem statement: “x Americans need therapy but can’t pay for it…” This carves out a specific part of the problem you’re focused on - lack of access to therapy. This sets up your solution slide to focus on how you’re making therapy more affordable.
• Present the problem from your customer’s perspective. 
• Your customer is the person who is receiving services from your organization.
• This distinction is especially important because the people who receive services will rarely be the same as the people donating.
• Explain how the world currently works.
• Aim to show, not tell. 
• Some problems donors are familiar with; for others, you need to show them that the problem actually exists.
• The best way to do this is to tell the story of what currently happens in a concrete and specific way.
• Bad problem statement: “Medical billing is broken.” This is vague. If I disagree with this statement, there are no data points or examples to show me why I’m wrong. Even if I agree with this statement, I may not believe medical billing is broken for the same reasons you do.
• Good problem statement: “Here’s how medical billing works today: patients need to do X very inconvenient steps, which takes Y months of delay in reimbursement and results in only Z% of claims being approved…”

Solution Slide

• Now that you’ve described how the world works, explain what you do and how it changes the way the world works.
• What do you do to fix the problem you just outlined?
• What key points will communicate the most value?
• What was your 'aha' moment? • Why is your value proposition unique and compelling? • Are you building a competitive moat such as network effects? • How big can this market grow?
• Do a side by side comparison. 
• Your problem slide perfectly sets you up for this. It’s one of the clearest ways we’ve found to demonstrate exactly how you change people’s experience of the world in a concrete way, and therefore, what value you provide to them.
• Quantify your impact with numbers. 
• Don’t tell me you have the fastest / easiest / cheapest solution on the market, actually show me numbers.
• Focus on what you do right now, not what you plan to do in the future. 
• Too often I’ve listened to pitches where EDs paint a vision of an awesome-sounding organization, only to be disappointed when I poke at it and realize they’ve only really built the very first piece.
• This comes across to donors like you’re compensating for not actually having accomplished much - and donors will discount these hand-wavy hypotheticals to zero because you haven’t actually done it.
• Don’t just tell me what your product can do, tell me how the people you’re servicing actually use it and why that’s valuable to them. 
• In this vein, showing screenshots of the product or long lists of features is rarely helpful.
• Explain just enough of what the organization does to show how it solves problems and changes their experience.

Traction/Timing

• Your numbers should tell a story.
• The story should start with the most important metric to donors.
• When you present your numbers, make sure you explain how you achieved them - i.e. your “organization” model.
• Why Now
• The best companies have a clear “why now”.
• Timing is everything — even for long-term organizations
• People will want to know — why hasn't your solution been tried before? Why is this the right time to try?
• What trends make this the perfect time to act?
• The specifics of what numbers to report depend on your organization, but ultimately the purpose of all of these numbers are to convince the donor of an argument.
• This is why our starting exercise above begins by deciding what arguments you need to make in your pitch, and then collecting the data points that show those arguments are right.
• Show trends. What’s more important than where your traction is at this point in time is where it’s going.
• Your current scale matters in that you need to hit a certain scale for donors to trust that growth.
• More important, however, is how those numbers are changing over time. This is why a monthly or quarterly graph is better than a summed up annual number.
• You also need to show at least 4-6 months of this trend for it to be believable.
• This is also why the amount of time it took you to accomplish these milestones is crucial context: it shows the speed at which you move. DONORS LOOK FOR DECISION VELOCITY. Decision Velocity
• The longer you’ve been around, the more you need to have to have done.
• Present numbers clearly and concisely. Don’t fall into these three traps:
• Throwing reams of numbers at donors
• Information overload makes it hard to digest any information at all.
• Your job is to guide donors to the most important parts of your organization.
• A good way to do this is to identify what your “hero facts” are. These are headline numbers that prove a key point you want to make.
• They should stick in donor’s minds after the pitch, and be what they use when pitching you to their partners.
• Too few numbers
• You need to have data to show you’ve made good on the promises you made.
• At best, not being detailed enough with your data wastes precious time making the donor dig for it; at worst, it feels like you’re hiding your numbers because you think they’re weak.
• Unclear numbers
• Calculating numbers confusingly diminishes your credibility.
• It suggests you either don’t understand how to calculate the number correctly (i.e. incompetence) or are not being forthright about what these numbers actually mean (i.e. dishonesty).
• A classic example of this is showing cumulative numbers. Almost every time I’ve seen cumulative numbers in a deck, it’s because EDs are trying to hide their monthly/quarterly numbers because they don’t think they’re strong enough.
• Presenting them confusingly limits donor understanding of your organization.
• At best, it takes awhile for the donor to grok what’s going on; at worst, they zone out and never actually get to understand what your numbers mean.
• Graphs should be understandable at first glance. If it requires a deeper explanation to understand, it’s too complex.
• Be very clear about exactly what your numbers are measuring.

Scale of Opportunity Slide

To effectively communicate the magnitude of the opportunity your non-profit is addressing, rely on clear, grounded data:

• Bottoms-Up Approach: Use Real Numbers
• Base your calculations on actual figures from your operations:
• Identify the number of potential beneficiaries (e.g., underprivileged students, underserved patients) based on your current demographic reach.
• Estimate the tangible impact per individual using your historical outcomes (e.g., improved literacy rates, healthcare access provided).
• Avoid vague or overly broad industry statistics unless directly relevant to your specific mission.
• Show Market Fit and Potential:
• If you’re carving out a new niche or addressing a novel social issue, draw parallels to successful non-profits or social enterprises that revolutionized their fields (e.g., organizations like Charity: Water transforming donor experience in the water crisis space).
• Analogies help demonstrate viability and scalability.
• Quantify the Opportunity:
• Total Addressable Market (TAM): The broader social issue scope you aim to tackle (e.g., global hunger or homelessness).
• Serviceable Available Market (SAM): The segment you realistically aim to serve in the near term, based on resources and infrastructure.
• Serviceable Obtainable Market (SOM): The portion of the SAM your organization can effectively engage with its current strategies and funding levels.

Competition Slide

• Prove Why Your Non-Profit is 10x Better. To inspire confidence in donors, you must demonstrate your unique strengths and ability to outshine other organizations addressing similar issues.
• Articulate Your Competitive Advantage
• Highlight the key areas where your non-profit excels:
• Impact Effectiveness: Showcase superior results (e.g., lower cost per impact, higher success rates in your programs).
• Innovative Approach: Share how your methods (e.g., leveraging technology, community-driven initiatives) are distinct and more effective.
• Trust and Transparency: Emphasize your track record of ethical practices, donor satisfaction, and clear reporting.
• Identify Competitors
• Direct Competitors: Organizations working in the same field and addressing similar issues (e.g., other literacy-focused non-profits or clean water providers).
• Indirect Competitors: Broader groups or initiatives competing for donor dollars or public attention (e.g., global campaigns addressing different causes).
• Map Your Market Position
• Create a visual X/Y axis to show how your organization stands out:
• X-Axis: The effectiveness of programs (e.g., measurable impact, success rate).
• Y-Axis: Cost efficiency or donor value (e.g., how far each dollar goes).
• Position competitors to demonstrate gaps they leave unaddressed and your unique value.
• Your Plan to Differentiate and Win
• Deliver Superior Outcomes: Maintain a focus on measurable, lasting impact (e.g., transforming communities, saving lives, improving education levels).
• Build Long-Term Relationships: Develop deep connections with donors, beneficiaries, and partners that create loyalty and engagement.
• Leverage Innovation: Use cutting-edge technology, partnerships, or grassroots strategies to stay ahead.
• Enhance Accessibility: Ensure your programs are scalable and inclusive, reaching underserved populations others overlook.

Vision Slide

• This slide is your opportunity to inspire donors by showing them what their investment can help achieve at an extraordinary scale.
• You’re not just asking for their support—you’re inviting them to join you in creating history.
• Imagine a $10B Non-Profit: Scaling Ambition for Unprecedented Impact
• Now that we’ve established the strength of our current programs, infrastructure, and impact, let’s envision how we can scale to become a $10B organization—a global leader in driving meaningful change.
• Some examples of how to do this:
• Expanding Scope and Vision
• Global Reach: Imagine our programs scaled to every region where the need exists. For example:
• From providing clean water to 50,000 people to 50 million annually.
• Expanding educational initiatives from underserved rural communities to global megacities facing systemic inequalities.
• Sector Transformation: Shift from being an impactful organization to a force that redefines how problems in our sector are addressed.
• Building a Scalable Model
• Replicable Framework: Develop a modular, easily adaptable model for delivering our services, empowering other organizations and governments to replicate our success at scale.
• Tech-Driven Solutions: Leverage advanced technology (e.g., AI, mobile platforms, decentralized systems) to increase efficiency, reach, and personalization.
• Unifying Resources Across Sectors
• Cross-Sector Collaboration: Partner with governments, corporations, and other NGOs to pool resources, create shared goals, and tackle systemic challenges together.
• Major Philanthropic Engagement: Cultivate partnerships with high-net-worth individuals, foundations, and corporate CSR programs to secure the multi-billion-dollar commitments required for systemic transformation.
• Becoming a Movement, Not Just an Organization
• Grassroots to Global Advocacy: Combine on-the-ground impact with policy advocacy and global awareness campaigns. Aim to mobilize millions of people to champion our cause.
• Cultural Shift: Create a new norm of responsibility, where our cause becomes a standard for corporate, governmental, and individual action.
• Funding and Sustainability at Scale
• Diversified Revenue Streams: Move beyond traditional fundraising by incorporating:
• Social enterprise initiatives (e.g., mission-driven businesses generating revenue).
• Licensing successful program frameworks to governments or other NGOs.
• Endowment growth to ensure long-term sustainability.
• Know what success looks like with infinite resources. Your donor should be able to imagine…
• A world where no child goes without basic education or healthcare.
• Entire regions freed from poverty cycles due to sustained interventions.
• A blueprint for other non-profits to scale in unprecedented ways, amplifying global impact.
• Dream big here. This is not the slide for small-minded thinking.

Dream Team Slide

• If your team is one of your comparative advantages, this slide demonstrates why you’re uniquely equipped to achieve unparalleled impact in your mission.
• This slide ensures your audience understands the caliber of the team driving your non-profit. It establishes trust, credibility, and confidence in your ability to achieve bold outcomes.
• Why We’re the Right People for This Mission
• Leadership Expertise:
• Executive Directors:
• Highlight key leadership credentials (e.g., “10+ years leading non-profits with $50M annual budgets,” or “Founded and scaled Organization X, which achieved a 400% growth in donor base in 5 years”).
• Call out unique qualifications (e.g., “PhD in Environmental Policy, Harvard,” “Former UNICEF Regional Director,” or “20 years in public health program implementation across 3 continents”).
• Domain Knowledge:
• Showcase sector-specific experience that uniquely positions your leadership team to succeed.
• Example: “Former Global Head of Impact at XYZ Foundation, overseeing $300M annual giving.”
• World-Class Team
• Skill Diversity:
• Showcase how your team’s expertise aligns with your strategy (e.g., fundraising, program execution, advocacy).
• Example: “Our team includes experts from [Notable Organizations/Institutions] such as UNICEF, Google.org, and Stanford’s Design School, combining cutting-edge innovation with on-the-ground experience.”
• Efficient Execution:
• If operating lean, emphasize efficiency:
• Example: “Accomplished X with a core team of just 4, leveraging partnerships and strategic technology.”
• Impressive Accomplishments
• Highlight specific wins:
• “Built and executed a nationwide advocacy campaign reaching 2M individuals with a $1.5M budget.”
• “Recruited top-tier talent from [well-known organizations/universities], ensuring mission-critical roles are filled by leaders in their fields.”
• Advisors & Partners
• Trusted Experts:
• If relevant, include top-tier advisors who lend credibility and expertise:
• Example: “Advised by [Notable Figure], former CEO of [Global Non-Profit] and [Renowned Academic].”
• Existing Donors or Backers:
• If appropriate, highlight foundational support from respected funders or organizations (e.g., “Endorsed by Gates Foundation for pilot program funding”).

The Ask Slide (Use of Funds)

• How Much Are We Raising?
• Total Ask:
• Example: “We are seeking $5M in funding to scale our programs and drive systemic impact over the next 24 months.”
• Use of Funds:
• Example:
• Program Expansion: $3M (Launch in 10 new regions, reaching 50,000 beneficiaries).
• Technology Development: $1M (Building a donor engagement platform).
• Capacity Building: $1M (Recruiting key talent and investing in training).
• Where Will This Get Us?
• Key Metrics & Growth Trajectory (Use visuals like growth charts):
• Beneficiaries served: Grow from 10,000 to 100,000 annually.
• Donor retention: Increase from 65% to 85%.
• New partnerships: Expand from 3 to 10 corporate collaborations.
• Milestones for the Next 18-24 Months:
• Launch programs in new geographies (Q2).
• Build and deploy a community feedback system to track impact (Q4).
• Raise an additional $2M through donor matching campaigns (Q1 next year).
• Our Path to Financial Sustainability
• How We Fund Our Work:
• Highlight revenue sources:
• 60% from major donor contributions.
• 30% from grants and corporate sponsorships.
• 10% from earned income (e.g., selling program frameworks or training).
• Efficiency Metrics:
• Cost per Beneficiary (CPB): Currently $50, targeting a reduction to $40.
• Lifetime Donor Value (LTV): $1,500, up from $1,200 through improved engagement strategies.
• Timeline for Deployment
• Use a simple timeline visual to outline key actions:
• First 6 Months: Launch pilot programs, hire staff.
• 12 Months: Scale successful pilots, increase reach by 50%.
• 18 Months: Demonstrate impact through an annual report to unlock the next phase of funding.

Appendix

• The appendix should contain supporting material for the Q&A session following your pitch.
• If you've completed the initial exercise mentioned earlier, you'll have a list of potential donor questions. Create slides with visual aids to address these questions where appropriate.
• Additionally, include financial projections and a detailed breakdown of fund allocation in your appendix.
• This section will grow substantially as you continue pitching and gather more content to address emerging donor inquiries.

Design

• Optimize for clarity and understanding, not beauty. Clarity Over Cleverness
• Deck design should be focused on aiding comprehension over being aesthetically pleasing. In our experience, this usually means keeping it as simple and bare-bones as possible.
• Avoid anything that might distract from your main point.
• Two of the most common culprits here are fancy, complicated diagrams that are hard to understand or colorful images that look nice but don’t help illustrate your point.
• Slide titles should be a summary of the slide’s main message - not a generic title.
• Include only what’s necessary — don’t crowd the slides with too much dense information.
• Make sure every photo, word, etc. is needed.
• Include lots of white space and have a big font.
• Include evidence, data, experiments, and anything that proves your point.
• Summarize key points at the end.

Practice and Refining

We suggest setting aside time after every pitch go over how each meeting went and use that to improve your deck and pitch. Transparent Feedback and Radical Candor

Here’s a set of questions to ask yourself after each pitch:

• What did donors seem to get most excited or energized by?
• Usually, this is indicated by where they asked the most questions or were the most attentive.
• Would it help to emphasize this in future pitches?
• What parts did they seem to zone out in?
• This could be because you weren’t explaining it well, or they didn’t buy what you were saying.
• Is there anything you could do to make this section clearer or more compelling?
• What objections were raised, and did you have a well thought through, convincing answer to them?
• Look at your vertebrae - what pieces of it seemed to be the weakest or least compelling to the donor?
• Is there data you can pull, slides you can create, examples you can give, or people you can talk to that will help you better respond to these concerns?

Expectation Map