Fundraising Communication Tips

My team and I get pitched 5–10 new businesses every week. Mostly from entrepreneurs trying to raise money. If you want your message or pitch to stand out to investors, do this: 1. Start with the problem, not the product. If I don’t feel the pain, I won’t value the solution. 2. Be brutally clear. My team should understand your business in 10 seconds or less. 3. Show traction, not just vision. Even if it's small, show me that the market wants it and you know how to deliver. 4. Tell me why you’re the one. I’m investing in you as much as the idea. Show conviction, not just ambition. 5. Make it a conversation, not a monologue. Curiosity builds trust. Ask good questions and make it collaborative. Keep it simple.

If you're a founder trying to fundraise right now, it probably feels like the entire venture world has gone quiet. The response times are slow, OOOs are on and it’s easy to feel like you’re losing momentum. Don't stress. The summer slowdown is predictable, and it's not a setback, it's a gift of time if you use it well. I see this every year... The founders who scramble to send frantic emails in July/August are the same ones who struggle in the fall with an over-shopped deal and the fatigue of an endless fundraise. But the founders who use this quiet period for deep, focused preparation are the ones who run a crisp, successful process after Labor Day. The fundraising race is won in the prep lap. Here are a few things you can do right now to prep for a big fundraising push this fall: 1. Build a High-Fidelity Investor Pipeline. Go beyond a simple list of names. Create a comprehensive document that tracks every firm and partner, their specific thesis, your history with them (if any), your connections to them and crucially, the feedback they've given you in the past. This turns your outreach into a strategic campaign. 2. Assemble a "Push-Button" Data Room. Don't wait for an investor to ask. Build your data room now so it's ready to go at a moment's notice. This includes your customer contracts, cohort analyses, deck, references and financial model. A well-organized data room signals professionalism and creates momentum. 3. Craft a "Juicy" Forwardable Blurb. The best introductions are easy to forward. Write a tight, compelling, one-paragraph teaser. It must include a unique insight on the market, why your team is going to win and any key metrics. This makes it effortless for people like me to advocate on your behalf. 4. Pressure-Test Your Narrative. Use this time to pitch trusted advisors, mentors, and other founders. This isn't about memorizing a script, it's about finding the weak spots in your story. Ask them to be ruthless. The tough questions you answer now in a friendly setting will save you in a rapid fire partner meeting later. 5. Get Your "Diligence" in Order. This is the one everyone forgets. Talk to your lawyer now. Make sure your corporate governance is tight and your cap table is accurate (and clean). Uncovering a messy problems during late-stage diligence can kill a deal. Solving it now is a massive de-risking event. 6. "Warm Up" Your References. Your best customers are your most powerful asset. Don't wait until an investor asks for a reference call to talk to them. Re-engage with your top 3-5 champions now. Check in, share your progress, and get them excited about your vision. A reference who is prepped and genuinely enthusiastic is infinitely more impactful. The fall fundraising season will be here before you know it. The work you do in the quiet of August will determine the success you have in the chaos of the fall. We are prepping for our next fundraise as well so this is how I'm spending my time💥

As a founder who raised a $500K pre-seed 💰 Here are my biggest (updated) takeaways about fundraising: 1) 𝐄𝐚𝐫𝐥𝐲 𝐢𝐧𝐯𝐞𝐬𝐭𝐨𝐫𝐬 𝐛𝐞𝐭 𝐨𝐧 𝐲𝐨𝐮, 𝐧𝐨𝐭 𝐲𝐨𝐮𝐫 𝐢𝐝𝐞𝐚. It’s about trust...they need to believe you can figure it out and make it happen. You matter more than your pitch deck. 2) 𝐃𝐨𝐧'𝐭 𝐰𝐚𝐬𝐭𝐞 𝐭𝐢𝐦𝐞 𝐨𝐧 𝐕𝐂𝐬 𝐭𝐨𝐨 𝐞𝐚𝐫𝐥𝐲. Unless you have multiple exits or significant traction, focus on your product and users. Early VC calls should be about understanding the milestones you’ll need to hit. Don’t ask for money, ask: “At what point would a business like ours be exciting to you?” They’ll tell you. 3) 𝐑𝐚𝐢𝐬𝐞 𝐚 𝐬𝐦𝐚𝐥𝐥𝐞𝐫 𝐫𝐨𝐮𝐧𝐝 𝐟𝐢𝐫𝐬𝐭. Don’t aim for a $4M seed round out of the gate. Too many founders try and fail. Start with angels or your personal network. 4) 𝐘𝐨𝐮 𝐝𝐨𝐧'𝐭 𝐧𝐞𝐞𝐝 𝐨𝐮𝐭𝐬𝐢𝐝𝐞 𝐜𝐚𝐩𝐢𝐭𝐚𝐥 𝐭𝐨 𝐛𝐮𝐢𝐥𝐝 𝐲𝐨𝐮𝐫 𝐌𝐕𝐏. If you think you do, you’re probably not being resourceful enough. 5) 𝐅𝐮𝐧𝐝𝐫𝐚𝐢𝐬𝐢𝐧𝐠 𝐭𝐚𝐤𝐞𝐬 𝐥𝐨𝐧𝐠𝐞𝐫 𝐭𝐡𝐚𝐧 𝐲𝐨𝐮 𝐭𝐡𝐢𝐧𝐤. Plan accordingly, and don’t underestimate the time commitment. 6) 𝐃𝐨𝐧’𝐭 𝐭𝐚𝐤𝐞 𝐫𝐞𝐣𝐞𝐜𝐭𝐢𝐨𝐧 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥𝐥𝐲. I made this mistake early on. A “no” isn’t always about you. Sometimes it’s about them—investors often like to appear wealthier than they really are. 7) 𝐑𝐚𝐢𝐬𝐢𝐧𝐠 𝐦𝐨𝐧𝐞𝐲 𝐰𝐡𝐞𝐧 𝐲𝐨𝐮’𝐫𝐞 𝐝𝐞𝐬𝐩𝐞𝐫𝐚𝐭𝐞 𝐢𝐬 𝐚 𝐥𝐨𝐬𝐢𝐧𝐠 𝐠𝐚𝐦𝐞. I know sometimes this is hard to avoid but investors can sense desperation from a mile away. Walk into meetings with confidence, believing they’re lucky to get on your cap table. 8) 𝐊𝐞𝐞𝐩 𝐲𝐨𝐮𝐫 𝐢𝐧𝐯𝐞𝐬𝐭𝐨𝐫𝐬 𝐮𝐩𝐝𝐚𝐭𝐞𝐝. Investors are people, and knowing others are excited about your idea gives them comfort. Set expectations upfront, send regular updates, and don’t just rely on email...pick up the damn phone. 9) 𝐑𝐢𝐝𝐞 𝐭𝐡𝐞 𝐦𝐨𝐦𝐞𝐧𝐭𝐮𝐦. When you secure one investment, it’s the best time to close another. Keep the energy going. This is underrated. 10) 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 𝐚𝐧𝐝 𝐟𝐚𝐢𝐥𝐮𝐫𝐞 𝐥𝐨𝐨𝐤 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐚𝐭 𝐟𝐢𝐫𝐬𝐭. Both are full of “no’s.” The difference in a successful raise is they didn't give up. To all the founders out there fundraising...Stay positive, stay persistent, and keep building. 💙 #startups #venturecapital #fundraising

Fundraising in India is a beautiful, brutal dance. After 15 years of knocking on doors, writing proposals, and building relationships in the charity space, I've learned that money follows trust, not just need. And trust is earned in whispers, not shouts. Most fundraisers think it's about the pitch. The perfect slide deck. The heart-wrenching story. The immaculate impact metrics. But that's just the costume you wear to the real party. The truth is messier. More human. More honest. First, nobody cares about your organization. They care about the problem you're solving. Stop talking about your NGO's journey and start talking about the journey of the people you serve. Your founder's story matters less than the story of the girl who can now read because of your work. Second, relationships outlast transactions. I've watched fundraisers chase cheques like they're chasing buses – desperate to catch the next one, forgetting that the real journey happens when you're walking together. The donor who gives you ₹10,000 today could give you ₹10 crores in a decade if you treat them like a partner, not an ATM. Third, most Indian donors don't want innovation. They want reliability. They've seen too many NGOs come and go, too many promises evaporate. They're tired of funding pilots that never take flight. Show them consistency before you show them creativity. Fourth, your finance team is your secret weapon. In a country where trust in institutions is fragile, your ability to account for every rupee isn't just good practice – it's your survival strategy. I've seen brilliant programs collapse because someone couldn't explain where the money went. Not because of corruption, but because of chaos. And finally, the hardest truth: fundraising isn't about money. It's about meaning. People don't give to causes; they give to become the person they want to be. The businessman who funds your education program isn't just building schools – he's rewriting his own story, becoming the hero his childhood self needed. I've sat across from millionaires and watched them cry when they talk about their mothers. I've seen corporate leaders who manage thousands of crores struggle to write a personal cheque for ₹5,000. I've witnessed wealthy donors argue over a ₹500 expense while approving ₹50 lakhs in the same meeting. Because money isn't rational. It's emotional. It's cultural. It's complicated. The fundraisers who thrive in India aren't the ones with the fanciest degrees or the most polished English. They're the ones who understand that in this country, giving is deeply personal, profoundly spiritual, and incredibly relational. So stop treating fundraising like a Western import that needs to be implemented. Start treating it like what it is – a conversation about values that's been happening on this soil for thousands of years. Because when you get it right, you're not just raising funds. You're raising hope.

Want to raise money from foundations? It's not just about persistence—it's about speaking their language. When I first started seeking foundation support for Mongabay, I faced a wall of silence. No responses. When I was lucky, I got a "No thanks." At the time, I thought I was taking the right approach. I targeted foundations aligned with our work in journalism and conservation. But I quickly learned that good alignment isn't enough. The way I framed our work needed to change. Program officers aren't just looking to support great causes; they want to achieve impact. Once I shifted my outreach to focus on how Mongabay could help them achieve their goals, my success rate increased—though there are still far more non-responses and nos than yeses. Here are a few lessons I've learned: 1/ Focus on their objectives, not yours. ↳ Foundations are often trying to solve complex challenges. Instead of leading with what Mongabay does, I began emphasizing how our work supports their mission. 2/ Be concise and clear. ↳ Program officers are busy. Long-winded pitches didn’t get me far. Clear, succinct messaging worked better. 3/ Cold outreach is tough. ↳ The reality? Most cold messages go unanswered. Whenever possible, I leaned on introductions where I could get them. 4/ Relationships matter. ↳ In philanthropy, as in life, trust is built over time. Regular updates, even when not tied to an ask, help maintain connections. 5/ Measure impact. ↳ Reporting back on how foundation support has translated into tangible results has been key to securing renewals. Even now, I don't have all—or even most—of the answers. But over the years, I've seen Mongabay's foundation support grow from zero to several million dollars annually. This increased support has allowed us to expand from a team of two to about 120, dramatically scaling our impact. It's clear proof that refining your approach can lead to meaningful results. For those navigating the fundraising landscape, remember: Foundations aren’t just writing checks; they’re investing in outcomes. Speak to that, and you’re on the right path.

I once watched a major gift officer spend ninety minutes in a couple's living room and barely mention the organization he represented. He asked about their lives. Their careers. Their family. What kept them up at night. What gave them hope. The conversation wandered through one donor's childhood – growing up poor in rural Appalachia, a teacher who changed her trajectory by believing in her when no one else did. She talked about education with the kind of passion that only comes from lived experience. He didn't learn any of this from a wealth screening report or a donor database. He learned it by listening. Six months later, she made a transformational gift to fund scholarships for first-generation college students from rural communities. The ask wasn't hard. He simply invited her to do what she already wanted to do – in a way that aligned with what he'd learned about her values. That's what listening does. It creates the foundation for everything else. In the immortal words of Jerry Panas, "The true art of asking lies in listening." I've been in this work for more than thirty-five years. And over those decades, one pattern has become unmistakable: the major gift officers who consistently produce results – not one-time wins, but sustained, long-term generosity – share a common set of instincts. Chief among them is this: they lead with questions, not asks. But here's the uncomfortable truth. Most of our fundraising systems are designed to do the opposite. We assume we know what donors care about and broadcast it back to them through one-way messaging. We build systems for efficiency and scale – not for listening. And donors can tell. They know when they're being heard and when they're being sold. The difference is visceral. When you listen, donors lean in. When you talk at them, they pull away. This isn't just good fundraising technique. It's the donor's return on investment. When people ask "what's in it for the donor?" – this is part of the answer. The feeling of being valued. Of mattering. Of genuine connection. For many donors, that experience is as meaningful as the impact their gift creates. Listening is one of a fundraiser's most important skills. It's one of what I refer to as the Seven Behaviors – disciplines that define exceptional major gift work and that I believe must become the foundation of all fundraising. Not just for the top one percent. For every donor. These seven behaviors are at the heart of my upcoming book, 𝗔 𝗕𝗲𝘁𝘁𝗲𝗿 𝗪𝗮𝘆 𝘁𝗼 𝗙𝘂𝗻𝗱𝗿𝗮𝗶𝘀𝗲: 𝗧𝗿𝗲𝗮𝘁 𝗘𝘃𝗲𝗿𝘆 𝗗𝗼𝗻𝗼𝗿 𝗟𝗶𝗸𝗲 𝗮 𝗠𝗮𝗷𝗼𝗿 𝗗𝗼𝗻𝗼𝗿. The book argues that the technology now exists to operationalize these seven behaviors at scale, and that the future belongs to organizations that commit to extend these behaviors across their donor base and begin treating every donor with the dignity and respect they deserve – or, to put it simply, to treat every donor like a major donor. More to come... #aBetterWay

As a founder, I have made a ton of mistakes, but fundraising I (mostly) got right. This includes securing $400 million for my own startups over the years, but also helping fellow founders successfully with their investment rounds. At the same time, I have seen founders run disastrous and failed funding processes. The big difference is a proper process. Running a proper process enabled us to select the best investors to help us most at each stage. I never chased the highest valuation. I focused on finding the investor who could solve our biggest challenges for the next two to three years of growth. That only worked because I ran a proper process. So, what does a proper process look like? Every founder will have a view, but in my experience it includes eight golden rules: 1. Nail the story - Most important, but hardest part. Define a maximum of two to three key messages. Repeat them everywhere, in calls, emails, and on every slide of your deck. 2. Build a tight deck - Every slide reinforces those two to three key messages. Slide titles should summarise the key point, not just say “Market” or “Product”. 3. Raise the minimum - Ask for as little as you need. Far better to oversubscribe than face a never-ending process or failure to hit the target. I much prefer raising to hit the next milestones, prove progress, then raise bigger later at a higher valuation. 4. Do not obsess over valuation - Too often, founders chase the highest valuation, which then bites hard later with a painful down round. Valuation is driven by timing, traction, and demand. Focus instead on your ideal investor, the one(s) who can help solve your biggest challenges over the next two to three years. 5. Kiss a lot of frogs - Build a wide funnel of at least 50 targets for an early-stage raise. Prioritise your ideal investors, but keep optionality until the very end. Use warm intros where possible, ideally at partner level. Do not contact anyone until 100% ready. 6. Craft a killer intro - Short email, four to five bullets on the key pain points and “why now?”. Keep it short and punchy so a warm contact can forward it without rewriting a word. 7. Run a tight process - Hit everyone at the same time to create momentum. Keep competitive tension throughout by trying to move everyone at the same speed. Assume at least six to nine months. Make sure you have cash runway for longer. Show traction and results throughout. It is a big commitment, half of a founder’s time. 8. Prep your data room early - Financials, cap table, corporate structure, FAQs, all ready before serious conversations begin. I will cover how much to raise, capital strategy, investor mix, and specifically what is different for climate tech founders next week. But the foundation is this: fundraising is a process. Run it like one. This is part of a weekly series on scaling lessons from building PropertyGuru to NYSE and backing climate ventures at Wavemaker Impact and Planet Rise. Follow along if useful.

A Fundraising Process That Builds Donor Trust The “ambush ask” – luring donors to meetings under false or veiled pretenses, then asking for “a gift” -- has done significant damage to donor trust and to the credibility of fundraising. The underhandedness of some has made it more difficult for sound practitioners to secure appointments with donors. They have to overcome suspicion and mistrust engendered by shady practices if they are even afforded the opportunity to establish themselves as honorable fundraisers. As with so many fundraising practices, one is left wondering why anyone would attempt something so short-sighted, especially when the inverse of the ambush ask – the completely transparent fundraising process – produces better results, builds trust, and leaves donors receptive to future meetings and requests. Two critical elements of a transparent process are asking permission and previewing material. When material is shared before each request to meet with a donor, a donor is more apt to respond favorably to the request, to feel adequately informed to discuss the topic at hand, to feel fairly treated and to develop a higher opinion of the fundraiser and the organization he or she represents. The principles of preview and permission, which work hand in hand, can be applied to every type and level of fundraising. For instance: 🔸 Ask permission of current annual donors to send them a preview of the next year’s annual giving objectives to see if they resonate and, if so, which ones, which allows them to be heard, to think about which options are most appealing and predisposes them to respond favorably to the appeal 🔸 Ask permission of midlevel donors to send them a preview of brief impact projections to see which they find most relevant and inspiring and, when they share which ones do, follow up with an expanded description of the project, and ask permission to seek their reaction either in person or on a virtual platform 🔸 Ask permission of a major gift prospect to send a draft concept paper; if they say yes, send them a hard copy or an electronic version asking them to suggest ways that the content, logic and wording could be improved; if they do, ask permission to provide them with a list of ways they could more about the initiative 🔸 Ask permission of significant estate donors to send them a copy of Charles Collier’s “Wealth in Families” (thank you Philip Cubeta for this suggestion) so you might discuss with the questions Collier poses in that book; if they do, ask permission to meet with them to explore which questions they found most meaningful and how you could help answer them Sneaking up on donors is dumb and destructive. Being explicit about what we are asking of them, and previewing material in advance leads to better results and promotes long-term partnership building.

During my career, I’ve secured tens of millions in funding. But looking back there are some things I wish I’d known before I started. Here are four tips I’ve learned the hard way about approaching potential investors with your business idea: 1️⃣ Know your numbers inside out Investors want to see not just passion but also a deep understanding of your business model. It doesn’t matter if you’re not a “numbers person”. Frankly neither am I. I just work hard to master them. Be prepared to discuss your financials in detail: multi-year revenue projections, cost of sales, fixed expenses, and break-even points. Comfort with your numbers demonstrates that you’ve done your homework and are serious about your venture. 2️⃣ Tailor your pitch to the specific investor Not all investors are created equal. Research who you're pitching to and adjust your message accordingly. What do they value? What sectors do they invest in? Who else have they backed and why? Use part of your pitch meeting to ask them about their history and motivations. This is absolutely not about changing your business plan or finances, but thinking about what you emphasise to align your narrative with their interests. 3️⃣ Have a clear exit strategy Investors will back enterprises for all sorts of reasons: a passion for the sector, enthusiasm for the founder, or market potential. But the number one reason they’ll back you is to yield an attractive rate of return. Be ready to discuss how and when they’ll make money from investing in you. Whether it’s through acquisition, IPO, or another exit strategy, showing that you have a plan to return a multiple of their initial investment will instil confidence. It’s not just about the immediate future; it’s about how you envision the long-term growth of your business. 4️⃣ Practice your storytelling People connect with stories, not just facts and data - important as those are. Use storytelling to convey your vision, the problem your business solves, and why you’re the right person to tackle it. A compelling narrative that links to the forecast performance of your business will engage investors emotionally, making them more likely to remember you and your pitch long after the meeting is over. What’s your experience of pitching for funding? What are you still wary of with investors? Share your tips or questions in the comments below!

The biggest shift in fundraising right now isn’t valuations. It’s verification. Investors want to know how your business behaves when things aren’t perfect, when growth puts pressure on cash, when customers delay payments, and when operations get stretched. And that one shift is quietly redefining how ₹2–₹20 crore rounds actually get decided. When serious capital evaluates a company, it starts with the patterns behind the pitch: 1) Revenue rhythm A predictable ₹12–15 lakh monthly cycle builds more confidence than a one-off ₹50 lakh jump. For investors, rhythm signals reliability, and reliability lowers risk. 2) Cash-flow intelligence Growth only helps if it doesn’t break liquidity. If scaling creates cash stress, the diligence pace slows. Investors now prioritise how growth impacts the engine, not just the top line. 3) Decision maturity Post-traction, investors study behaviour, not slides. They look for moments where you protected margins, resisted premature scaling, or chose discipline over noise. These patterns reveal how responsibly you’ll deploy larger capital. 4) Governance that holds up Not perfect governance, just consistent, clean, and honest. Clear books, structured reporting, and transparent unit economics now carry as much weight as the story itself. Fundraising today is less about what you can pitch and more about what your business can consistently prove. Founders who understand this raise faster, negotiate harder, and retain more equity because disciplined companies reduce the uncertainty that investors quietly price in. If you’re scaling with real traction and preparing for a meaningful raise, my inbox is open. If you're a serious founder looking for serious capital, DM me!!