15 Questions Every Startup Must Answer Before Pitching

The first group of questions focuses on whether there is a real business opportunity and whether the founding team knows how to capture it. Investors want to understand how the company plans to make money, who exactly the product is for, and how the founders intend to reach those customers. It is not enough to say that “everyone” could benefit from the technology. Startups must be able to define their ideal customer with precision and explain how they will convince those customers to adopt the product.

A well-structured one-liner can sometimes be all it takes. For example:

• “We operate a SaaS subscription model with tiered pricing, already generating $30 000 MRR from mid-size retailers.”
• “Our core customers are independent gyms with 200–500 members, underserved by existing booking software.”

Equally important is the go-to-market strategy. A brilliant product that cannot get into the hands of users has little value. Investors will expect founders to outline the concrete steps they will take to move from prototype to first sales, including partnerships, marketing strategies, and distribution channels. Again, a sharp answer is more convincing than a vague narrative:

• “We’re launching through a pilot with Madison Square Garden to demonstrate scale, then expanding to 20 other major arenas.”

Investors also want evidence that the team has already tested its assumptions and learned something from the process. Early lessons—whether from pilot projects, customer feedback, or market research—signal that the founders are adaptable and realistic. At this stage, the central message is simple: does this company have a believable path to becoming a business, not just an invention?

The second set of questions goes deeper into the product itself. Founders are expected to demonstrate that their technology works, that it can scale, and that it cannot be easily replaced or bypassed by a competitor. A good explanation covers not only what the product does, but also how it integrates into existing infrastructure and why customers would choose it over alternatives already on the market.

Concise answers stand out here too:

• “We use AI to personalise training plans by analysing three key data points: sleep, activity, and recovery.”
• “Our main hurdle is integration with hospital IT systems, which we are solving through an API partnership with Cerner.”

Investors will also press on the less glamorous but crucial issues of certification and regulatory approval. For many industries, these hurdles can delay commercialization by years, and failing to anticipate them is a red flag. Similarly, a realistic account of the hardest parts of product development—and how the team is addressing them—shows maturity. No credible investor believes that building a new technology is easy; they do believe in teams who understand the risks and have a plan to mitigate them.

Underlying all of this is the competitive landscape. Founders must show they know what else is out there and how their product is positioned. A common mistake is to underestimate competitors or assume there are none. The truth is that every new solution is competing with something—even if it is the status quo. A sharp framing helps:

• “Our biggest competitor is Excel, but we offer automation that saves clients 20 hours per month.”

The strength of the narrative lies in proving that this product is not just new, but necessary.

Even with a clear business plan and a strong product, a startup will not succeed unless people actually buy what it is offering. That is why the final and perhaps most difficult question is about adoption. How will the team ensure that the technology is not just admired, but purchased, implemented, and embedded into customer behaviour?
Here, again, short and memorable answers often leave the strongest impression:

• “We’re securing adoption by embedding our tool into platforms customers already use, starting with Salesforce.”
• “We already have letters of intent from three enterprise clients, representing $2 million in pipeline revenue.”

Investors want to see evidence of traction—whether that is pilot projects, letters of intent, or partnerships with early adopters. They also look for signs that the team understands potential barriers to adoption and has strategies to overcome them. Will customers need to change their existing systems? Is there a steep learning curve? Are there budgetary or procurement challenges? A credible plan shows that the founders have thought these issues through and are not relying on blind optimism.

This is the moment where the story must come full circle. A company with a well-defined market, a compelling product, and a realistic adoption strategy is a company that an investor can imagine backing.

Answering these questions is not just an academic exercise. The answers become the foundation of the startup’s communications: the pitch deck, the investor brief, the website copy, and the conversations with journalists or potential partners. When handled properly, they evolve into a set of key messages that position the company as credible, differentiated, and ready to scale.

At jagacomms, we specialise in helping founders transform raw, technical answers into compelling narratives. We know that investors do not invest in technology alone—they invest in stories that make sense. By working through these questions, refining the answers, and shaping them into messages that resonate, startups can ensure they are not just building something impressive, but building something fundable.

The brutal truth is that technology without a story rarely survives. Investors expect clarity, consistency, and confidence, and the best way to deliver that is to be ready with sharp answers to the questions they will inevitably ask. Founders who invest in their messaging give themselves the best possible chance of being heard, remembered, and funded.