PDSDS - Week 2 - Day 1 B - The Pitch

Applied A.I.
Solutions
Presenting Data Science-driven Solutions
Professor
Daniel Vitaver-Bronstein, B.Sc., EMBA
daniel.Vitaver@georgebrown.ca
Quotations, Reference and Recommended Bibliography:
1 – How To Write A Business Case: Tips, Resources and Examples | JCU Online
2 – Data Science for Busin4ess, Foster Provost & Tom Fawcett, Published by O’Reilly Media Inc., Copyright © 2013 Foster Provost and Tom Fawcett. All rights reserved. 1
3 – Wikipedia , The free encyclopedia
4 – The Art Of The Start, Guy Kawasaki Portfolio, Published by Penguin Group, Copyright © Guy Kawasaki, 2004
The Pitch

The Pitch
The goal of the pitch is to stimulate the interest, not to close a deal.

The Pitch
• Know your audience
o What is important to your audience?
o What are the three most important things you would like to learn about our
organization?
o Are there any special issues, questions, or landmines I should be prepared for
in the meeting?
o Know your organization’s background (vision, mission, goals)
o Know current undertakings
• Observe the 10/20/30 Rule

The Pitch – cont’d
• Observe the 10/20/30 Rule
1. 10 slides
2. 20 minutes
3. 30-point-size text
Always end your presentation with a call to action

such as a request for decision-making, a trial period or a
test installation.

The Pitch: tips
• It is a brief presentation of no more than 20 slides (ideally 10) that concentrates in

the absolute essentials.
• Communicate enough to get to the next step, not everything.
• 20 minutes leave you enough time for discussion.
• Set the stage
• Let one person do the talking
• Catalyze fantasy
• Get to 1,000 feet and stay there (not beyond, not beneath)
• Define next steps
• Shut up, take notes, summarize, regurgitate and follow-up

Pitch: about the presentation.
• Use a dark background, add your logo to the master page,

• Use common, sans serif fonts
• Animate your body, not your slides
• Build bullets and Use only one level of bullets
• Add diagrams and graphs
• Make printable slides
• Prepare a short presentation with a memorable, compelling story of how you
solve a real pain
• Do not send your presentation in advance to the meeting
• Try not hand your presentation at the start unless requested
Pitch, then plan.
• A good business case is a detailed version of a pitch and not the reverse.
The process:
o Throw together a pitch that contains the 10 slides
o Try it out on some mentors, colleagues, investors, coaches
o Get the team in a room and discussed lessons learned
o Fix the pitch
o Start writing the business case

Pitch, then plan – cont’d
• The pitch is more important than the business plan.

• It will determine whether you are rejected or generate further interest.
• It is easier to fix.
• You won't get feedback on your business case/plan. It may never be read.
• Focus on the Executive Summary of the pitch as they are the framework for your
business case/plan.

Tailoring a presentation
to a specific audience

Technical Pitch
Slides Content
Title Organization Name, your name, and title, and contact information.
Problem Describe the pain you are alleviating. The goal is to get everyone nodding and buying in.
Solution Explain how you alleviate the pain and the meaning that you make. Ensure that the
audience clearly understands what you sell and your value proposition.
Technology Describe in detail the technology, secret sauce, or magic behind your product or
service. Present a SWOT analysis re the different technologies available and your
recommendations
Proof of Concept / Deliver a Proof of concept (PoC) to demonstrate its feasibility or a demo in principle
Demo with the aim of verifying that some concept or theory has practical potential.
Cost/Benefit analysis Provide details of costs and the benefits (tangible and intangible) of adopting the
recommended solution.
Management Team Describe the key players of your management team board of directors, and board of
advisor, major investors.
Business Pitch
Slides Content
Business Model Explain how you make money, who pays you, channels of distribution, your gross margin.
Competitive Analysis Provide a complete view of the competitive landscape. Too much is better than too little.
Marketing Model Explain how you are going to reach your customer and your marketing leverage points.
Sales Model Ensure that the audience clearly understands what you sell and your value proposition.
Underlying Magic Describe in detail the technology, secret sauce, or magic behind your product or service.
PoC/Demo If possible, deliver a live demo of your product or service at this point.
Financial Projections Provide a 5-year forecast containing dollars and key metrics (#customers, conversion rate)
and Key Metrics (KPIs)
Management Team Describe the key players of your management team, board of directors, advisors,
investors.
Potential Partner Pitch
Slide Content
Partnership Model Explain how the partnership would work: who does what, when, how, and why.
Underlying Magic Describe the technology, secret sauce, or magic behind your product or service.
Demo If possible, deliver a live demo of your product or service at this point.
Management Team Describe the key players of your management team board of directors, and board of
advisor, major investors.

Investor Pitch
Slides Content
Business Model Explain how you make money, who pays you, channels of distribution, your gross margin.
Underlying Magic Describe the technology, secret sauce, or magic behind your product or service.
PoC/Demo If possible, deliver a live demo of your product or service at this point.
Marketing & Sales Explain how you are going to reach your customer and your marketing leverage points.
Competition Provide a complete view of the competitive landscape. Too much is better than too little.
Financial Projections Provide a 5-year forecast containing dollars and key metrics (#customers, conversion rate)
and Key Metrics (KPIs)
Current Status, Explain the current status of your product or service, what the near future looks like, how
Timeline, Use of you will use the money you are trying to raise.
Funds
Management Team Describe the key players of your management team board of directors, advisors,
investors.
Forward-looking Statements / Information relating to Business and
Operations Strategies
• It reflects current views with respect to current events
• It is not a guarantee to future performance
• It is subject to risks, uncertainties and assumptions
• It is not mandatory to publicly update or review forward-looking statements

unless required by law, rules and regulations
• Evaluating any forward-looking information requires critical and careful

consideration

Forward-looking Statements / Information - Words
• Anticipate
• Believe
• Could
• Expect
• Intend
• May
• Plan
• Potential
• Project
• Seek
• Should
• Will
• Would
• Or similar expressions

End of Week 3 / Day 2
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Applied A.I.

Presenting Data Science-driven Solutions

Quotations, Reference and Recommended Bibliography:

Quotations, Reference and Recommended Bibliography:

Quotations, Reference and Recommended Bibliography:

Always end your presentation with a call to action

Quotations, Reference and Recommended Bibliography:

• It is a brief presentation of no more than 20 slides (ideally 10) that concentrates in

Quotations, Reference and Recommended Bibliography:

• Use a dark background, add your logo to the master page,

Quotations, Reference and Recommended Bibliography:

• The pitch is more important than the business plan.

Quotations, Reference and Recommended Bibliography:

Quotations, Reference and Recommended Bibliography:

Quotations, Reference and Recommended Bibliography:

• It reflects current views with respect to current events

• It is not a guarantee to future performance

• It is subject to risks, uncertainties and assumptions

• It is not mandatory to publicly update or review forward-looking statements

• Evaluating any forward-looking information requires critical and careful

Quotations, Reference and Recommended Bibliography:

Quotations, Reference and Recommended Bibliography:

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