Pitch Canvas for Founders

Based on the Best3Minutes methodology by David Beckett. A structured framework for building a clear, compelling investor pitch.

Why Every Founder Needs a Pitch Canvas

Most founders don't have a pitch problem. They have a structure problem. The Pitch Canvas gives you a proven 11-section framework to organize your thinking before you ever open a slide deck. Fill in each section, save your progress, and export when you're ready. No signup required.

How the Pitch Canvas Works

The Pitch Canvas is not a slide deck. It is a thinking tool. Each block represents one core idea in your pitch. The process has four steps:

1. Brainstorm

Write one idea per sticky note (physical or digital). Generate as many ideas as you can for each block. Do not filter yet. Volume matters more than quality at this stage.

2. Select

Choose the strongest idea for each block. Filter based on three variables:

  • Audience: Who are you pitching to? An angel investor cares about different things than a corporate partner.
  • Objective: What do you want from this pitch? Investment? Partnership? Feedback?
  • Time: How long do you have? A 60-second elevator pitch uses fewer blocks than a 10-minute stage presentation.

3. Order

Arrange the blocks into a sequence that tells a story. The canvas suggests a default order, but the sequence is flexible. Adapt it to your audience and context. The only rule: pain comes before product.

4. Practice

Say it out loud. Refine the language. Cut anything that does not earn its place. A pitch is a performance, not a document. Practice until it sounds natural, not memorized.

Tips for Filling Out Your Canvas

1. Simple Statement

What It Is

Your opening line. One sentence that tells the audience exactly what your company does in plain language. If someone heard only this sentence, they should understand your business.

What to Include

  • What you do, stated simply
  • Who you do it for
  • The core outcome you deliver

Guiding Questions

  • Can someone outside your industry understand this in one hearing?
  • Does it pass the "tell your parent" test?
  • Are you using plain words or hiding behind jargon?

Tips

  • Write it as if explaining to someone at a dinner party, not a board meeting.
  • Avoid buzzwords. "AI-powered synergistic platform" tells people nothing. "We help founders track their cash so they don't run out" tells them everything.
  • This is often the hardest block to get right. Simple is not easy.

Common Mistakes

  • Leading with technology instead of outcome
  • Using acronyms or industry jargon the audience may not share
  • Making it too long; if it needs a comma, it is probably two sentences

Example

"Futureproof gives startup founders a clear picture of their finances so they can make better decisions and raise money with confidence."

2. Pain (+Gain)

What It Is

The problem your customers face, stated in terms they would use themselves. This is the emotional and practical reality of life without your product. Optionally, pair it with the gain: what life looks like after the problem is solved.

This is the most important block in the canvas. David Beckett's core principle: pain before product. Always. If the audience does not feel the problem, they will not care about the solution.

What to Include

  • The specific pain point or frustration
  • Who experiences it and how often
  • The cost of the problem (time, money, risk, stress)
  • Optionally: the gain, the positive outcome when the pain is resolved

Guiding Questions

  • What words would your customer use to describe this frustration?
  • What happens if they do nothing? What is the cost of inaction?
  • Is this a hair-on-fire problem or a mild inconvenience?
  • Can you quantify the pain with a number or statistic?

Tips

  • Use your customer's language, not yours. If founders say "I'm flying blind," use that phrase.
  • Make it specific. "Financial management is hard" is vague. "67% of startups that fail cite cash flow mismanagement" is concrete.
  • The gain is optional but powerful. Pain gets attention; gain creates desire.
  • Start with why the problem matters before you ever mention what you built.

Common Mistakes

  • Jumping to the solution before establishing the problem
  • Describing the pain from the company's perspective instead of the customer's
  • Being too abstract or too broad
  • Listing multiple pains instead of driving one home

Example

Pain: "Most startup founders have no idea how much cash they actually have, how fast they are burning it, or when they will run out. They are making million-dollar decisions based on spreadsheets that were outdated last Tuesday."

Gain: "Imagine opening one dashboard and seeing exactly where your money is going, how long your runway is, and what happens if you hire two more engineers next month."

3. Product

What It Is

A clear description of what you have built and how it solves the pain you just described. This is where you connect the problem to your solution. Keep it concrete and tangible.

What to Include

  • What the product does (functionality, not features)
  • How it solves the specific pain from Block 2
  • The format or delivery method (app, platform, service, device)

Guiding Questions

  • If you removed all adjectives, would someone still understand what this is?
  • Does the product description directly address the pain you stated?
  • Can you explain it without referencing competitors?

Tips

  • Describe the product in terms of what it does for the user, not what it is made of.
  • Connect directly back to the pain. "You told me founders are flying blind. Here is the instrument panel."
  • Avoid feature lists. Focus on the core capability that makes the pain go away.

Common Mistakes

  • Listing features instead of describing the solution
  • Using technical architecture as a selling point (most investors do not care about your stack)
  • Describing what you plan to build instead of what exists today
  • Losing the thread between pain and product

Example

"Futureproof is a financial command center for startups. It connects your bank accounts and accounting tools, automatically categorizes transactions, and gives you real-time dashboards for burn rate, runway, and cash flow. It also manages your cap table and models fundraising scenarios so you can walk into investor meetings with numbers you trust."

4. Product Demo

What It Is

A visual or experiential moment that shows the product in action. In a live pitch, this is a demo or a short video. On a canvas, this is where you describe the key moment that makes the product click for the audience.

What to Include

  • The primary user workflow or "aha" moment
  • A specific scenario that demonstrates value
  • Visual or interactive proof that the product works

Guiding Questions

  • What is the single most impressive thing your product does?
  • If you could only show one screen, which one would it be?
  • What makes someone say "I need this" when they see it?

Tips

  • Show, do not tell. A 30-second demo beats a 5-minute explanation.
  • Pick a scenario your audience cares about. For investors, show something that proves traction or capability. For customers, show something that solves their daily pain.
  • If you cannot do a live demo, use a screenshot, a short video, or a specific walkthrough of the user experience.
  • Keep it short. The demo supports the pitch; it is not the pitch.

Common Mistakes

  • Trying to show every feature instead of the best one
  • Demo scenarios that are too complex for the audience to follow
  • Technical demos when the audience is non-technical
  • Skipping the demo entirely and just talking about the product

Example

"Let me show you what happens when a founder connects their bank account for the first time. Within 60 seconds, Futureproof categorizes every transaction, calculates burn rate, and shows a runway forecast. The founder goes from 'I think we have about 8 months' to 'We have 7.2 months at current spend, or 5.1 months if we hire that engineer.'"

5. What's Unique

What It Is

Your competitive advantage. The thing you do that others cannot easily replicate. This is not a feature comparison; it is the reason you win even when competitors try to copy you.

What to Include

  • Your primary differentiator (technical, strategic, or structural)
  • Why this advantage is durable (hard to copy)
  • How it translates into value for the customer

Guiding Questions

  • If a well-funded competitor copied your features tomorrow, would you still win? Why?
  • Is your advantage rooted in technology, data, relationships, or expertise?
  • Can you state your uniqueness without mentioning a competitor?

Tips

  • Be honest. "First mover" is not a moat. "We have proprietary data from 5,000 transactions that improves our categorization model every day" is a moat.
  • Focus on one or two things, not a list. If everything is unique, nothing is.
  • Frame it in terms of customer impact. "Our AI learns from your specific business" matters more than "we use transformer models."

Common Mistakes

  • Listing features competitors also have
  • Claiming uniqueness based on things that are easy to replicate
  • Confusing "first" with "best"
  • Being too technical about the moat without connecting it to customer value

Example

"Most accounting tools require founders to manually categorize every transaction. Futureproof uses AI that learns your specific business patterns and gets more accurate over time. And because we combine bookkeeping with forecasting and cap table management, founders get a unified financial picture that would normally require three separate tools and a fractional CFO."

6. Customer Traction

What It Is

Evidence that real people or companies are using, paying for, or demanding your product. Traction is the strongest proof that your business works. Numbers talk; everything else is a promise.

What to Include

  • Key metrics (revenue, users, growth rate, retention)
  • Notable customers or logos
  • Growth trajectory (month-over-month, quarter-over-quarter)
  • Engagement or usage data that shows stickiness

Guiding Questions

  • What is your most impressive metric right now?
  • Is your growth accelerating, steady, or slowing?
  • Do you have any metrics that show retention or repeat usage?
  • Can you name customers who would vouch for you?

Tips

  • Lead with your strongest number. If revenue is small but growing fast, lead with growth rate. If you have a major logo, lead with that.
  • Be specific. "$42K MRR growing 18% month-over-month" beats "strong revenue growth."
  • If you are pre-revenue, show demand signals: waitlist size, pilot commitments, letters of intent, active beta users.
  • Trends matter more than snapshots. Show where you were, where you are, and where you are heading.

Common Mistakes

  • Vanity metrics that do not indicate real demand (page views, downloads without retention)
  • Vague language like "strong interest" without numbers
  • Showing a snapshot without trajectory
  • Hiding weak metrics instead of framing them with context

Example

"We launched four months ago and have 38 paying companies on the platform. MRR is $12,400, growing 22% month-over-month. Our net revenue retention is 115%, meaning existing customers are expanding into additional modules. Three of our customers came from referrals, which tells us the product is generating word-of-mouth."

7. Business Model

What It Is

How you make money. This block explains the economic engine of your business: who pays, how much, how often, and why the model scales.

What to Include

  • Revenue model (subscription, transaction-based, usage-based, etc.)
  • Pricing structure and tiers
  • Key unit economics (CAC, LTV, margins)
  • Why the model scales

Guiding Questions

  • Can you explain your pricing in one sentence?
  • What is your average revenue per customer?
  • How does revenue grow: more customers, higher prices, or expanded usage?
  • What are your gross margins?

Tips

  • Keep it simple. "SaaS subscription, $49 to $875 per month depending on modules" is clear. A complex matrix of pricing scenarios is not.
  • Show that you understand your unit economics even if they are not perfect yet. Early-stage investors expect improving metrics, not perfect ones.
  • If your model has a natural expansion path (land and expand), highlight it.

Common Mistakes

  • Overcomplicating the pricing explanation
  • Ignoring unit economics entirely
  • Projecting revenue without explaining the underlying assumptions
  • Describing a model that only works at massive scale

Example

"Futureproof uses modular SaaS pricing. Every company starts with bookkeeping at $49 per month. They add forecasting, fundraising, or AI insights as they grow. Average revenue per account is $340 per month and expanding. Our gross margin is 82% because the product is software-delivered with AI automation reducing support costs."

8. Investment

What It Is

What you are asking for, what you will do with it, and what milestones it will unlock. This is the commercial block of your pitch. Be specific and be strategic.

What to Include

  • The amount you are raising
  • The use of funds (top 3-4 categories)
  • The milestones the funding will achieve
  • The timeline for reaching those milestones

Guiding Questions

  • How much do you need to reach your next inflection point?
  • What does the business look like in 12-18 months if this round is successful?
  • How did you arrive at this number?
  • What are the top three things you will spend the money on?

Tips

  • Be precise. "$1.5M" is better than "between one and two million." Investors want to see that you have done the math.
  • Connect funds to milestones, not activities. "Reach $100K MRR" is a milestone. "Hire engineers" is an activity.
  • Show that this raise gets you to a meaningful next stage, whether that is profitability, Series A readiness, or market leadership in a segment.
  • Not every pitch needs an investment block. If you are pitching for partnerships or feedback, skip this and spend the time elsewhere.

Common Mistakes

  • Asking for a round without explaining what it buys
  • Vague use of funds ("growth and development")
  • Raising too little to hit meaningful milestones
  • Not connecting the investment to specific business outcomes

Example

"We are raising $2M at a $10M post-money valuation. The capital will fund three things: engineering (60%) to build our ecommerce module and board reporting, go-to-market (25%) to scale from 38 to 200 paying customers, and operations (15%) for compliance and infrastructure. This gets us to $80K MRR and Series A readiness within 14 months."

9. Team

What It Is

The people behind the business and why they are the right ones to build it. Investors bet on teams as much as products. This block builds credibility and confidence.

What to Include

  • Key team members and their relevant experience
  • Why this team is uniquely positioned to solve this problem
  • Notable advisors, backers, or domain experts
  • Any gaps you are actively filling

Guiding Questions

  • What in your team's background makes this problem personal?
  • Have any team members built or scaled companies before?
  • Do you have the technical, commercial, and domain expertise covered?
  • Who are your advisors and what do they bring?

Tips

  • Focus on relevance, not resumes. "Built fintech products for 8 years" matters more than "MBA from Wharton" in this context.
  • If you have a founder-problem connection, highlight it. "I spent 25 years helping founders raise money and saw the same spreadsheet problem in every company" is compelling.
  • Be honest about gaps. "We are hiring a VP of Engineering" shows self-awareness. Pretending you have no gaps shows the opposite.

Common Mistakes

  • Listing titles without context
  • Including too many people (focus on 2-4 key players)
  • Ignoring the "why us" question
  • Overstating credentials or roles

Example

"Our CEO spent 25 years in ecommerce and SaaS, including six startups. He has coached hundreds of founders on fundraising and saw firsthand how broken their financial tools were. Our CTO built payment infrastructure at scale in fintech. Our advisory board includes a former CFO of a $500M SaaS company and an early-stage investor with 40 exits. We are hiring a VP of Growth to lead our go-to-market."

10. Call to Action

What It Is

The specific next step you want the audience to take. Every pitch needs a clear ask. Do not leave the audience wondering what you want.

What to Include

  • One specific, actionable request
  • How to follow up (meeting, email, link)
  • A timeline if relevant

Guiding Questions

  • If the audience does one thing after this pitch, what should it be?
  • Is your ask proportional to the relationship? (First meeting: "Let's schedule a deeper dive." Not: "Wire the money.")
  • Is it easy for them to say yes?

Tips

  • Match the ask to the context. A pitch competition CTA is different from a one-on-one investor meeting CTA.
  • Make it easy. "I will send you a calendar link after this" removes friction. "Reach out if you are interested" creates friction.
  • One CTA is enough. Multiple asks dilute all of them.

Common Mistakes

  • No clear ask (the pitch just ends)
  • Asking for too much too soon
  • Multiple competing asks
  • Being vague ("let's stay in touch")

Example

"I would love 30 minutes to walk you through the product live and share our financial model. I will send you a calendar link today. If you know other founders who are struggling with this, I would appreciate an introduction."

11. Why You?

What It Is

The personal or emotional reason you are the one building this. This is the block that makes the pitch human. It is not about credentials (that is the Team block). It is about motivation, conviction, and the story behind the startup.

David Beckett calls this "starting with why." It can appear at the beginning or end of your pitch. Use it wherever it has the most impact.

What to Include

  • The personal connection to the problem
  • The moment of insight or frustration that sparked the idea
  • Why you will not quit when things get hard

Guiding Questions

  • Why does this problem keep you up at night?
  • What moment made you decide to build this?
  • What would you be doing if not this?
  • Why should someone believe you will see this through?

Tips

  • Be genuine. Investors hear hundreds of pitches. The ones that stick are the ones that feel real.
  • A specific story beats a general statement. "I was sitting across from a founder who had just been rejected by twelve investors because her financials were a mess, and I knew the numbers were actually strong. She just could not show them." That is a story.
  • This block is about conviction, not credentials. It is the heart of the pitch.

Common Mistakes

  • Being too polished or rehearsed (this block should feel authentic)
  • Confusing "why you" with "why this market" (market size goes elsewhere)
  • Skipping this block entirely
  • Making it about ego instead of mission

Example

"I have spent 25 years helping founders build companies. I have sat in hundreds of pitch meetings. And the pattern is always the same: smart founders with great products who cannot tell their financial story because their tools are garbage. The last founder I helped spent three weeks building a pro forma in a spreadsheet that was wrong by the time she finished it. That is when I decided to build Futureproof. Not because the world needs another fintech company, but because founders deserve to see their own numbers clearly. That is what I am here to do."

Remember

The Pitch Canvas is a thinking tool, not a script. Not every block needs to appear in every pitch. The order is flexible. The content should change based on your audience, your objective, and how much time you have.

The process matters as much as the output. Brainstorm widely. Select ruthlessly. Order intentionally. Practice relentlessly.

Your pitch is not your deck. Your pitch is the story you tell when someone asks what you are building and why it matters. The canvas helps you find that story. The rest is practice.

Pitch Canvas

Structure your investor pitch in 11 clear sections. Based on the Best3Minutes framework by David Beckett. Fill in each section, then export or print.

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1. Simple Statement
In one sentence, what does your company do? Make it so clear a stranger could repeat it.
2. Pain (+Gain)
What problem are you solving? What's the cost of inaction? What does the world look like when it's solved?
3. Product
What have you built? How does it work at a high level? Keep it concrete.
4. Product Demo
Describe or link to your demo. What's the "wow" moment? What do users see and feel?
5. What's Unique
What makes you different from alternatives? What's your unfair advantage or moat?
6. Customer Traction
What proof do you have? Users, revenue, growth rate, LOIs, waitlist, partnerships?
7. Business Model
How do you make money? Pricing, unit economics, revenue model, expansion path.
8. Investment
How much are you raising? What will you use it for? What milestones will it unlock?
9. Team
Who's on the team? Why are YOU the right people to build this?
10. Call To Action
What do you want from the investor? Be specific. Meeting, intro, check size?
11. Why You?
Close with conviction. Why are you the person to make this happen? What drives you?
Ready to Go Beyond the Pitch?

Need help turning your canvas into a pitch that lands? Futureproof helps founders see their financial future clearly so they can raise with precision and scale with confidence.

Get Started with Futureproof →

Frequently Asked Questions

What is a pitch canvas?

A pitch canvas is a one-page framework based on the Best3Minutes methodology by David Beckett. It organizes your startup pitch into 11 essential building blocks: Simple Statement, Pain (+Gain), Product, Product Demo, What's Unique, Customer Traction, Business Model, Investment, Team, Call to Action, and Why You. Each block represents one core idea in your pitch. The canvas helps you brainstorm, select, order, and practice your pitch before building a deck or walking into a room.

Who is this pitch canvas for?

This tool is designed for startup founders preparing to pitch investors, apply to accelerators, or simply organize their business narrative. It works for SaaS, ecommerce, and other startup models at any stage from pre-seed through Series B.

Can I export or print my canvas?

Yes. Use the "Export as Text" button to download a plain text version of your canvas. Use the "Print / PDF" button to generate a clean, print-ready layout that you can save as a PDF from your browser's print dialog.

How is this different from a pitch deck?

A pitch deck is a presentation. A pitch canvas is the thinking that comes before it. The canvas helps you clarify and organize your key messages so your deck tells a tighter, more compelling story. Most founders find that filling out the canvas first makes their deck significantly stronger.

What if I do not have all the answers yet?

That is completely normal, especially at the early stages. Fill in what you can and leave the rest for later. The canvas is designed to highlight gaps in your thinking so you can address them before you are in front of an investor.

Is this tool free?

Yes. The Pitch Canvas is completely free to use with no sign-up required. It is built by Futureproof to help founders pitch with clarity.

How does Futureproof help with pitching beyond this canvas?

Futureproof is an AI-powered financial operating system that gives founders the numbers to back up their pitch. From real-time burn rate and runway tracking to revenue forecasting, cap table management, and investor-ready data rooms, Futureproof helps you answer the financial questions investors will ask after they hear your story.

What should I do after completing my canvas?

Export your canvas and use it as the outline for your pitch deck. Each section maps to one or two slides. Then make sure your financial story is just as strong as your narrative. Futureproof can help you model revenue, track key metrics, and build a data room that gives investors confidence.