PK 'o]_rels/PK 'o] docProps/PK 'o]ppt/PK 'o] ppt/_rels/PK 'o] ppt/charts/PK 'o]ppt/charts/_rels/PK 'o]ppt/embeddings/PK 'o] ppt/media/PK 'o]ppt/slideLayouts/PK 'o]ppt/slideLayouts/_rels/PK 'o]ppt/slideMasters/PK 'o]ppt/slideMasters/_rels/PK 'o] ppt/slides/PK 'o]ppt/slides/_rels/PK 'o] ppt/theme/PK 'o]ppt/notesMasters/PK 'o]ppt/notesMasters/_rels/PK 'o]ppt/notesSlides/PK 'o]ppt/notesSlides/_rels/PK 'o]"˩[Content_Types].xml PK 'o]]] _rels/.rels PK 'o]l~idocProps/app.xml 0 0 Microsoft Office PowerPoint On-screen Show (16:9) 0 12 12 0 0 false Fonts Used 2 Theme 1 Slide Titles 12 Arial Calibri Office Theme Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12 SaaS CRM Review false false false 16.0000 PK 'o]  docProps/core.xml Free 12-Slide SaaS Pitch Deck Template PptxGenJS Presentation Macedona, SaaS CRM Review Macedona, SaaS CRM Review 1 2026-08-14T13:57:14Z 2026-08-14T13:57:14Z PK 'o]* * ppt/_rels/presentation.xml.rels PK 'o]Oݨ ppt/theme/theme1.xmlPK 'o] ppt/presentation.xml PK 'o]Xppt/presProps.xml PK 'o]ppt/tableStyles.xml PK 'o]D >00ppt/viewProps.xml PK 'o]H7t!ppt/slideLayouts/slideLayout1.xml PK 'o]ђ77,ppt/slideLayouts/_rels/slideLayout1.xml.rels PK 'o]S0ppt/slides/slide1.xml SLIDE 1 OF 12 · COVER AND POSITIONINGCompany nameYour positioning line: who you serve and the outcome you deliver, in 12 words or fewerTarget customerRound and fundraising contextFounder name, role, contactOne job for this slide: make the company legible in a single read.Free 12-slide SaaS pitch deck template · saascrmreview.com/pitch-deck-examples/PK 'o]3 ppt/slides/_rels/slide1.xml.rels PK 'o]hhppt/notesSlides/notesSlide1.xml Fill the positioning line last, after slides 2 to 7 are settled. Test: a stranger should name your customer and your outcome after one read. Do not put traction on this slide unless it is your single strongest asset.1PK 'o]:A*ppt/notesSlides/_rels/notesSlide1.xml.rels PK 'o]A3s6s6ppt/slides/slide2.xml 2ProblemOne job: prove a specific, costly, frequent pain.FIELDS TO FILLTarget user: who has this problemPain: what goes wrong for themFrequency or cost: how often, how muchCurrent workaround: what they do insteadEvidence: interview, data, or usage proofGUIDANCEOne headline plus a maximum of three supporting points.A pain with no number, workflow, or documented workaround reads as an assumption.Name the person, not the market segment.Delete any claim you cannot defend in a data room.Supporting evidence: quote, chart, or screenshotReject rule: no evidence of cost or frequency means rewrite the slide, not the layout.PK 'o]2- ppt/slides/_rels/slide2.xml.rels PK 'o]^`dgVVppt/notesSlides/notesSlide2.xml Investors read this slide to decide whether the problem is worth solving at venture scale. Frequency beats severity for most SaaS products because frequency creates the habit that creates retention.2PK 'o]xշ*ppt/notesSlides/_rels/notesSlide2.xml.rels PK 'o]FuJuJppt/slides/slide3.xml 3Why NowOne job: explain why this is possible or urgent now.1Technology shiftWhat changed, and the dateConsequence: why that makes this company possible now2Behaviour or market shiftWhat changed, and the dateConsequence: why that makes this company possible now3Regulatory or cost shiftWhat changed, and the dateConsequence: why that makes this company possible nowEvery shift needs a date and a causal link back to your company. A trend with no date is decoration.Reject rule: an undated shift means rewrite.PK 'o]W/ ppt/slides/_rels/slide3.xml.rels PK 'o]ۂ33ppt/notesSlides/notesSlide3.xml Weak why-now slides assert that a category is growing. Strong ones name a specific change with a date and explain why the company could not have existed before it.3PK 'o]9 Y*ppt/notesSlides/_rels/notesSlide3.xml.rels PK 'o]ۜ9j/j/ppt/slides/slide4.xml 4SolutionOne job: state the mechanism, not the feature list.Your solution statement: what it does and how it works, in one sentenceProof point oneMap this proof point back to the exact problem stated on slide 2.Proof point twoMap this proof point back to the exact problem stated on slide 2.Proof point threeMap this proof point back to the exact problem stated on slide 2.Reject rule: a feature list with no mechanism means rewrite.PK 'o]` ppt/slides/_rels/slide4.xml.rels PK 'o]cc###ppt/notesSlides/notesSlide4.xml The difference between a solution slide and a product slide: solution explains why the approach works, product shows it working. Do not merge them.4PK 'o]J *ppt/notesSlides/_rels/notesSlide4.xml.rels PK 'o]MMppt/slides/slide5.xml 5ProductOne job: show the shortest believable workflow.1Start stateReal product visual for this stepWhat the user sees and does here.›2Decisive actionReal product visual for this stepWhat the user sees and does here.›3Useful outcomeReal product visual for this stepWhat the user sees and does here.Three steps is the ceiling for a live pitch. If the workflow needs more, record a demo and put the link in the appendix.Use real screens. A polished mockup of a product that does not exist yet is a diligence problem, not a design choice.PK 'o]5 ppt/slides/_rels/slide5.xml.rels PK 'o]fnQppt/notesSlides/notesSlide5.xml Three steps is the ceiling for a live pitch. Anything longer belongs in a recorded demo or the appendix.5PK 'o]Qe*ppt/notesSlides/_rels/notesSlide5.xml.rels PK 'o]JJppt/slides/slide6.xml 6Market and Ideal Customer ProfileOne job: show who buys and how large that is, from the bottom up.Market unitsNumber of accounts that match your ICP×Annual valueRealistic annual contract value per account=Bottom-up marketUnits multiplied by annual valueIDEAL CUSTOMER PROFILECompany type, size, and role that buysBeachhead segment you win firstTrigger that starts the buying processASSUMPTIONS TO LABELWhich inputs are verified and which are estimated.Name the beachhead before the total market.Never inflate the total to make the slide look bigger.Reject rule: a top-down number with no bottom-up math means rewrite.PK 'o]ج+ ppt/slides/_rels/slide6.xml.rels PK 'o]O2ppt/notesSlides/notesSlide6.xml Bottom-up sizing survives questioning. A large industry figure invites the investor to test whether you understand your own buyer.6PK 'o]=|*ppt/notesSlides/_rels/notesSlide6.xml.rels PK 'o](1E<E<ppt/slides/slide7.xml 7TractionOne job: present your strongest dated evidence first.ValueHeadline metric · period, unit, denominatorValueGrowth metric · period, unit, denominatorValueRetention metric · period, unit, denominatorGrowth chart: actuals in solid, forecast visually separatedCUSTOMER EVIDENCENamed customer, logo, or quote you can reference.Only logos with a real commercial relationship.Move secondary metrics to the appendix.Reject rule: undated or denominator-free metrics mean rewrite. Traction carries 14 of the 100 scoring points.PK 'o]F ppt/slides/_rels/slide7.xml.rels PK 'o]A7ppt/notesSlides/notesSlide7.xml Pick three to five signals, not ten. Rank by investor relevance: revenue, retention, repeat usage, growth, then everything else.7PK 'o]|g*ppt/notesSlides/_rels/notesSlide7.xml.rels PK 'o]9C9Cppt/slides/slide8.xml 8Business Model and EconomicsOne job: show how customers become durable revenue.Pricing modelPer seat, usage, tiered, or hybridAverage contract valueInclude only if you have real contractsGross marginInclude once cost of delivery is knownRetention or net revenue retentionInclude once cohorts existCAC paybackInclude only with stable spend and marginActuals versus targetsLabel every projected figure as projectedOmit any metric you cannot calculate from supported inputs, and say what data would be required instead.PK 'o]6 ppt/slides/_rels/slide8.xml.rels PK 'o]Iu..ppt/notesSlides/notesSlide8.xml Stage discipline matters more than completeness here. A pre-seed deck showing a fabricated CAC payback figure loses more credibility than a blank space would.8PK 'o]pO*ppt/notesSlides/_rels/notesSlide8.xml.rels PK 'o](pĭGGppt/slides/slide9.xml 9Go-To-MarketOne job: prove the motion repeats.1WhoThe exact ICP and buying role you target2ReachChannel, and the evidence it produces volume3ConvertSales motion, cycle length, and win rate4ExpandHow an account grows after the first purchaseFlag channel concentration rather than hiding it. One channel with no conversion data is a question you will be asked.Reject rule: no conversion evidence means flag the slide before you send.PK 'o]>$ ppt/slides/_rels/slide9.xml.rels PK 'o]sn!!ppt/notesSlides/notesSlide9.xml Repeatability is the argument. A single lucky channel is not a go-to-market plan, and investors will test whether the motion survives more spend.9PK 'o]1*ppt/notesSlides/_rels/notesSlide9.xml.rels PK 'o]% B Bppt/slides/slide10.xml 10Competition and AlternativesOne job: show why you win against everything, including nothing.Direct competitorsNamed products solving the same jobName them hereIndirect alternativesAdjacent tools and services buyers considerName them hereThe status quoSpreadsheets, email, manual work, or doing nothingName them hereYour defensible difference, with the evidence that supports it:Data, distribution, workflow depth, switching cost, or speed of iteration. Never claim there is no competition.Reject rule: claiming no competition means reject the slide outright.PK 'o]Ѳ!ppt/slides/_rels/slide10.xml.rels PK 'o]"" ppt/notesSlides/notesSlide10.xml The status quo column is the one founders skip and investors care about most. Most deals are lost to nothing changing, not to a named competitor.10PK 'o]T+ppt/notesSlides/_rels/notesSlide10.xml.rels PK 'o]_=_=ppt/slides/slide11.xml 11TeamOne job: prove founder-market fit, not prestige.Founder oneRoleWhy this person is unusually equipped to solve this specific problem: relevant experience, unique access, or an insight others do not have.Founder twoRoleWhy this person is unusually equipped to solve this specific problem: relevant experience, unique access, or an insight others do not have.Key hire or advisorRoleWhy this person is unusually equipped to solve this specific problem: relevant experience, unique access, or an insight others do not have.Name the gap you are hiring for. An honest gap reads better than a team slide that pretends to be complete.Reject rule: prestige logos with no link to this problem mean rewrite.PK 'o];!ppt/slides/_rels/slide11.xml.rels PK 'o] 4++ ppt/notesSlides/notesSlide11.xml Cut every biography detail that does not explain why this team wins this specific problem. Never invent exits, employers, credentials, patents, or awards.11PK 'o]O+ppt/notesSlides/_rels/notesSlide11.xml.rels PK 'o] Y**ppt/slides/slide12.xml SLIDE 12 OF 12 · THE ASKAsk, Use of Funds, and MilestonesOne job: connect the capital to the risk it removes.Amount and instrumentRunway in months at planned burnUse of funds, grouped by the outcome each line buysHiring plan with fully loaded cost, not base salaryThe milestone this round producesThe metric that unlocks the next financingIf the milestone you promise cannot be measured by the instrumentation you already have, the round buys a number you cannot report.Free 12-slide SaaS pitch deck template · Macedona, SaaS CRM Review · Appendix goes after this slide.PK 'o]c!ppt/slides/_rels/slide12.xml.rels PK 'o]}U ppt/notesSlides/notesSlide12.xml Group use of funds by outcome rather than department. 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