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Investor communications for a multi-product venture studio. Monthly updates, board decks, portfolio financials, cap table modeling, runway scenarios, and data room preparation. Optimized for Cure Consulting Group's portfolio: Vendly, Autograph, The Initiated, Antigravity, and TwntyHoops.

Investors remember two things: how honest you were when things were hard, and whether you delivered on what you said you would. This skill ensures both.

Step 1: Classify the Reporting Need

SUBJECT: Cure Consulting Group — [Month Year] Update TL;DR (3 bullets max) - [Biggest win this month — be specific with numbers] - [Biggest challenge or miss — be honest] - [One-line cash/runway status] HIGHLIGHTS List 3-5 wins. Each must be specific and measurable: Good: "Vendly processed $47K GMV in March, up 32% MoM" Bad: "Vendly is growing nicely" Good: "Signed LOI with Baptist Health for Autograph pilot — 12 providers" Bad: "Autograph had a good month for partnerships" LOWLIGHTS List 2-3 challenges. Never bury bad news. Never spin. Good: "Missed Vendly merchant acquisition target (got 8, target was 15). Root cause: onboarding flow too complex. Fix shipping next week." Bad: "Merchant growth was slower than expected but we're optimistic" Rules: - Every lowlight must include: what happened, why, what you're doing about it - If you missed a target from last month's update, call it out explicitly - Investors respect honesty. They do not respect surprises at board meetings. KEY METRICS ┌────────────────────┬──────────┬──────────┬──────────┬─────────┐ │ Metric │ Vendly │ Autograph│ Initiated│ Studio │ ├────────────────────┼──────────┼──────────┼──────────┼─────────┤ │ MRR / Revenue │ $X,XXX │ $X,XXX │ $X,XXX │ $XX,XXX │ │ MoM Growth │ X% │ X% │ X% │ X% │ │ Users / Customers │ XXX │ XXX │ XXX │ — │ │ Key Product Metric │ GMV: $XX │ Scribes: X│ Coaches: X│ — │ │ Monthly Burn │ $X,XXX │ $X,XXX │ $X,XXX │ $XX,XXX │ ├────────────────────┼──────────┴──────────┴──────────┼─────────┤ │ Cash Position │ │ $XXX,XXX│ │ Runway (months) │ │ XX │ └────────────────────┴────────────────────────────────┴─────────┘ Always include runway. Investors check this number first. If runway < 6 months, flag it explicitly and state your plan. PRODUCT UPDATES (per product, 2-3 sentences each) Vendly: [What shipped, what's next] Autograph: [What shipped, what's next] The Initiated:[What shipped, what's next] Antigravity: [What shipped, what's next] TwntyHoops: [What shipped, what's next] ASKS (always include at least one) Be specific. Investors want to help but need direction. Good: "Looking for intros to LATAM fintech operators, specifically anyone who has scaled merchant onboarding in Mexico or Colombia" Bad: "Let us know if you can help with anything" Good: "Hiring a senior ML engineer for Autograph. Ideal: experience with medical NLP. If you know anyone, reply and I'll send the JD." Bad: "We're hiring" Categories of asks: - Introductions (to customers, partners, hires, other investors) - Advice (specific strategic questions, not vague "what do you think") - Follow-on or bridge (only when appropriate, with clear terms)

QUARTERLY BOARD DECK — Q[X] [YEAR] Cure Consulting Group [Date] Slide 1: TITLE + AGENDA Cure Consulting Group — Q[X] [YEAR] Board Review Agenda: Portfolio Overview | Financials | Product Deep Dives | Decisions Slide 2: EXECUTIVE SUMMARY 3-5 bullet points covering the quarter. Same TL;DR energy as the monthly update, but for the full quarter. Traffic light status per product: Green / Yellow / Red Slide 3: PORTFOLIO HEALTH SCORECARD ┌─────────────┬────────┬──────────┬──────────┬───────────┬───────┐ │ Product │ Stage │ Revenue │ Growth │ Health │ Trend │ ├─────────────┼────────┼──────────┼──────────┼───────────┼───────┤ │ Vendly │ [X] │ $XX,XXX │ XX% QoQ │ Green │ Up │ │ Autograph │ [X] │ $XX,XXX │ XX% QoQ │ Yellow │ Flat │ │ Initiated │ [X] │ $XX,XXX │ XX% QoQ │ Green │ Up │ │ Antigravity │ [X] │ $XX,XXX │ XX% QoQ │ Yellow │ Up │ │ TwntyHoops │ [X] │ $XX,XXX │ XX% QoQ │ Green │ Up │ └─────────────┴────────┴──────────┴──────────┴───────────┴───────┘ Health criteria: Green: On track or ahead of plan Yellow: Behind plan but recoverable, or facing known risks Red: Significantly behind, requires board-level discussion Slide 4: CONSOLIDATED FINANCIALS - Total revenue (MRR breakdown by product) - Total burn (allocated by product + shared costs) - Cash position and runway - Quarter-over-quarter comparison - Use bar charts, not tables. One data story per chart. Slide 5: REVENUE BREAKDOWN Stacked bar chart: revenue by product over last 4 quarters Show trajectory, not just this quarter's snapshot Include revenue mix % (which products are driving growth) Slide 6: BURN & RUNWAY - Monthly burn trend line (last 6 months) - Burn by category: engineering, marketing, infrastructure, G&A - Runway at current burn rate - Runway if revenue hits target - Runway if revenue misses by 25% Slides 7-10: PRODUCT DEEP DIVES (one per active product, 1 slide each) For each product: - Key metrics (3-4 max, with QoQ change) - Top milestone achieved this quarter - Top risk or blocker - Next quarter's #1 priority - 1 chart showing the metric that matters most Per-product focus: Vendly: GMV, merchant count, take rate, merchant retention Autograph: Provider count, scribes completed, time saved per provider, pilot conversions The Initiated: Coach accounts, athlete profiles, matching rate, platform engagement Antigravity: Downloads/signups, DAU, agents deployed, community activity TwntyHoops: Events held, attendance, social reach, sponsorship revenue Slide 11: STRATEGIC DECISIONS Frame 1-3 decisions the board needs to weigh in on. Format per decision: Context: [Why this decision matters now] Options: [Option A] vs [Option B] (vs [Option C]) Recommendation:[What management recommends and why] Ask: [Vote / Feedback / Approval needed] Example decisions: - Should we raise a bridge round or extend runway by cutting Product X? - Should we pursue enterprise vs SMB for Autograph? - Should we spin out Antigravity as a separate entity? Slide 12: NEXT QUARTER PRIORITIES Top 3 priorities for the studio. Tied to metrics. Priority 1: [Goal] — measured by [metric] — target: [number] Priority 2: [Goal] — measured by [metric] — target: [number] Priority 3: [Goal] — measured by [metric] — target: [number] Slide 13: APPENDIX — DETAILED FINANCIALS Full P&L table, balance sheet summary, detailed burn breakdown. This is the "for the record" slide. Board members who want detail will ask. Slide 14: APPENDIX — PRODUCT ROADMAPS High-level roadmap per product (next 2 quarters only, no 5-year fantasies) Slide 15: APPENDIX — CAP TABLE SUMMARY (if relevant) Current ownership, option pool remaining, next round implications

CURE CONSULTING GROUP — PORTFOLIO FINANCIAL REPORT Period: [Month/Quarter] [Year] Prepared: [Date] 1. CONSOLIDATED P&L ┌──────────────────────┬──────────┬──────────┬──────────┬──────────┬──────────┬──────────┐ │ │ Vendly │ Autograph│ Initiated│ Antigrav │ TwntyH │ TOTAL │ ├──────────────────────┼──────────┼──────────┼──────────┼──────────┼──────────┼──────────┤ │ Revenue │ $X,XXX │ $X,XXX │ $X,XXX │ $X,XXX │ $X,XXX │ $XX,XXX │ │ COGS │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ │ Gross Profit │ $X,XXX │ $X,XXX │ $X,XXX │ $X,XXX │ $X,XXX │ $XX,XXX │ │ Gross Margin │ XX% │ XX% │ XX% │ XX% │ XX% │ XX% │ ├──────────────────────┼──────────┼──────────┼──────────┼──────────┼──────────┼──────────┤ │ Engineering │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ │ Marketing │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ │ Infrastructure │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ │ G&A (allocated) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ ├──────────────────────┼──────────┼──────────┼──────────┼──────────┼──────────┼──────────┤ │ Net Income (Loss) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($X,XXX) │ ($XX,XXX)│ └──────────────────────┴──────────┴──────────┴──────────┴──────────┴──────────┴──────────┘ 2. SHARED COST ALLOCATION Studio-level costs must be allocated. Use this framework: Engineering shared services (DevOps, infra, code review): by engineering hours G&A (legal, accounting, office): equal split or by revenue share Marketing shared (brand, website): by attribution or equal split Leadership time: by hours logged per product Rule: Never let shared costs hide a product's true burn. Every dollar must be attributed to a product or to "Studio Overhead." 3. REVENUE DETAIL Per-product MRR/ARR breakdown: Vendly: GMV $XXX,XXX × take rate X.X% = revenue $X,XXX Autograph: XX providers × $XXX/mo = MRR $X,XXX The Initiated: XX subscriptions × $XX/mo + sponsorships = $X,XXX Antigravity: XX users × $XX/mo (freemium conversion X%) = $X,XXX TwntyHoops: Events $X,XXX + Sponsorships $X,XXX + Media $X,XXX = $X,XXX 4. CASH POSITION & RUNWAY Opening cash balance: $XXX,XXX + Revenue received: $XX,XXX - Total expenses paid: ($XX,XXX) - One-time costs: ($X,XXX) = Closing cash balance: $XXX,XXX Monthly burn rate: $XX,XXX Runway at current burn: XX months Runway if revenue grows 10% MoM: XX months 5. UNIT ECONOMICS PER PRODUCT ┌─────────────┬─────────┬─────────┬─────────┬─────────┬──────────┐ │ Metric │ Vendly │ Autograph│ Initiated│ Antigrav│ TwntyH │ ├─────────────┼─────────┼─────────┼─────────┼─────────┼──────────┤ │ CAC │ $XXX │ $X,XXX │ $XX │ $XX │ N/A │ │ LTV │ $X,XXX │ $XX,XXX │ $XXX │ $XXX │ N/A │ │ LTV:CAC │ X.Xx │ X.Xx │ X.Xx │ X.Xx │ N/A │ │ Payback (mo)│ XX │ XX │ XX │ XX │ N/A │ │ Gross Margin│ XX% │ XX% │ XX% │ XX% │ XX% │ │ Churn (mo) │ X.X% │ X.X% │ X.X% │ X.X% │ N/A │ └─────────────┴─────────┴─────────┴─────────┴─────────┴──────────┘ TwntyHoops uses event-based economics, not SaaS metrics: Revenue per event, cost per event, margin per event, sponsorship yield 6. INFRASTRUCTURE COSTS BY PRODUCT ┌─────────────────┬─────────┬─────────┬─────────┬─────────┬──────────┐ │ Service │ Vendly │ Autograph│ Initiated│ Antigrav│ TwntyH │ ├─────────────────┼─────────┼─────────┼─────────┼─────────┼──────────┤ │ Firebase/GCP │ $XXX │ $XXX │ $XXX │ $XXX │ $XXX │ │ AI APIs │ $XX │ $X,XXX │ $XX │ $XXX │ $XX │ │ Stripe fees │ $XXX │ $XXX │ $XX │ $XX │ $XX │ │ Vercel/hosting │ $XX │ $XX │ $XX │ $XX │ $XX │ │ Other services │ $XX │ $XX │ $XX │ $XX │ $XX │ ├─────────────────┼─────────┼─────────┼─────────┼─────────┼──────────┤ │ TOTAL │ $XXX │ $X,XXX │ $XXX │ $XXX │ $XXX │ └─────────────────┴─────────┴─────────┴─────────┴─────────┴──────────┘ Flag any product where AI API costs > 20% of revenue. Flag any product where infra costs are growing faster than revenue. 7. SCENARIO MODELING What if we pause Product X? - Savings: $X,XXX/month (team reallocation, infra reduction) - Lost revenue: $X,XXX/month - Net impact on runway: +X months - Strategic cost: [what do we lose beyond revenue?] What if Product Y hits target? - Revenue increase: $X,XXX/month by Month X - Impact on runway: +X months - Required investment to hit target: $X,XXX - ROI: X:1 over 12 months

1. CURRENT CAP TABLE ┌────────────────────┬──────────┬────────┬─────────────┐ │ Shareholder │ Shares │ % │ Type │ ├────────────────────┼──────────┼────────┼─────────────┤ │ Founder 1 │ X,XXX,XXX│ XX.X% │ Common │ │ Founder 2 │ X,XXX,XXX│ XX.X% │ Common │ │ Angel Investor A │ XXX,XXX │ X.X% │ Preferred │ │ Angel Investor B │ XXX,XXX │ X.X% │ SAFE (conv) │ │ Employee Pool │ XXX,XXX │ XX.X% │ Options │ │ - Allocated │ XXX,XXX │ X.X% │ Options │ │ - Unallocated │ XXX,XXX │ X.X% │ Options │ ├────────────────────┼──────────┼────────┼─────────────┤ │ TOTAL │ X,XXX,XXX│ 100.0% │ │ └────────────────────┴──────────┴────────┴─────────────┘ 2. PRE/POST MONEY VALUATION SCENARIOS ┌──────────────────────┬───────────┬───────────┬───────────┐ │ │ Low │ Base │ High │ ├──────────────────────┼───────────┼───────────┼───────────┤ │ Pre-money valuation │ $X.XM │ $X.XM │ $X.XM │ │ Round size │ $XXX K │ $XXX K │ $X.XM │ │ Post-money valuation │ $X.XM │ $X.XM │ $XX.XM │ │ New investor % │ XX.X% │ XX.X% │ XX.X% │ │ Founder dilution │ XX.X% │ XX.X% │ XX.X% │ │ Price per share │ $X.XX │ $X.XX │ $X.XX │ └──────────────────────┴───────────┴───────────┴───────────┘ 3. OPTION POOL SIZING Standard: 10-20% of fully diluted shares Pre-seed/Seed: 10-15% (smaller team, fewer hires planned) Series A: 15-20% (investors will require refresh) Rule: Create or expand the pool BEFORE the round, not after. The dilution comes from existing shareholders, not new investors. Investors know this. You should too. Current pool: X,XXX,XXX shares (XX.X% of fully diluted) Allocated: X,XXX,XXX shares Remaining: X,XXX,XXX shares Recommended: [Expand to XX% if raising, current is sufficient if not] 4. SAFE/CONVERTIBLE NOTE CONVERSION For each outstanding SAFE or note: ┌────────────────────┬───────────┬────────────┬───────────┬───────────┐ │ Instrument │ Amount │ Val Cap │ Discount │ Converts │ ├────────────────────┼───────────┼────────────┼───────────┼───────────┤ │ SAFE — Investor A │ $XXX,XXX │ $X.XM │ — │ At next │ │ SAFE — Investor B │ $XXX,XXX │ $X.XM │ 20% │ priced rnd│ │ Conv Note — Inv C │ $XXX,XXX │ $X.XM │ 20% │ + interest│ └────────────────────┴───────────┴────────────┴───────────┴───────────┘ Conversion math: SAFE with cap: shares = investment / (cap / fully diluted shares) SAFE with discount: shares = investment / (price × (1 - discount)) Use whichever gives the investor MORE shares (investor-favorable) Convertible note: same as SAFE, but add accrued interest to principal Interest: principal × rate × (days elapsed / 365) 5. DILUTION WATERFALL — PROPOSED ROUND ┌────────────────────┬───────────┬──────────┬───────────┬──────────┐ │ Shareholder │ Pre-Round │ Pre % │ Post-Round│ Post % │ ├────────────────────┼───────────┼──────────┼───────────┼──────────┤ │ Founder 1 │ X,XXX,XXX │ XX.X% │ X,XXX,XXX │ XX.X% │ │ Founder 2 │ X,XXX,XXX │ XX.X% │ X,XXX,XXX │ XX.X% │ │ Existing Investors │ XXX,XXX │ X.X% │ XXX,XXX │ X.X% │ │ SAFE Conversions │ — │ — │ XXX,XXX │ X.X% │ │ New Option Pool │ — │ — │ XXX,XXX │ XX.X% │ │ New Investors │ — │ — │ X,XXX,XXX │ XX.X% │ ├────────────────────┼───────────┼──────────┼───────────┼──────────┤ │ TOTAL │ X,XXX,XXX │ 100.0% │ X,XXX,XXX │ 100.0% │ └────────────────────┴───────────┴──────────┴───────────┴──────────┘ 6. EXIT WATERFALL (WHO GETS WHAT) Model at 3 exit values: $5M, $20M, $50M (or use actual scenarios) Liquidation preferences matter: 1x non-participating preferred: investor gets back their money OR converts (whichever is more) 1x participating preferred: investor gets back their money AND their pro-rata share No preference (common): everyone splits pro-rata ┌────────────────────┬──────────┬──────────┬──────────┐ │ Shareholder │ $5M Exit │ $20M Exit│ $50M Exit│ ├────────────────────┼──────────┼──────────┼──────────┤ │ Founder 1 │ $X.XM │ $X.XM │ $XX.XM │ │ Founder 2 │ $X.XM │ $X.XM │ $XX.XM │ │ Investors (pref) │ $X.XM │ $X.XM │ $X.XM │ │ Employees (options)│ $XXX,XXX │ $X.XM │ $X.XM │ ├────────────────────┼──────────┼──────────┼──────────┤ │ TOTAL │ $5.0M │ $20.0M │ $50.0M │ └────────────────────┴──────────┴──────────┴──────────┘ Studio-specific consideration: If Cure holds equity in each product entity separately, model the waterfall per entity. If Cure is a single entity with product lines, model once. This distinction matters enormously at exit. Decide the structure early.

1. CURRENT BURN ANALYSIS Fixed costs (don't change with revenue): Salaries & contractors: $XX,XXX/month Office / coworking: $X,XXX/month Tools & subscriptions: $X,XXX/month Legal & accounting: $X,XXX/month Insurance: $XXX/month Total fixed: $XX,XXX/month Variable costs (scale with usage/customers): Infrastructure (Firebase, GCP): $X,XXX/month AI API costs (OpenAI, etc.): $X,XXX/month Payment processing (Stripe): $XXX/month Marketing spend: $X,XXX/month Total variable: $X,XXX/month Total monthly burn: $XX,XXX Monthly revenue: $XX,XXX Net burn: $XX,XXX Cash position: $XXX,XXX Runway at current net burn: XX months 2. REVENUE TRAJECTORY SCENARIOS (12-month projection) ┌───────┬───────────────┬───────────────┬───────────────┐ │ Month │ Conservative │ Base │ Optimistic │ ├───────┼───────────────┼───────────────┼───────────────┤ │ 1 │ $XX,XXX │ $XX,XXX │ $XX,XXX │ │ 3 │ $XX,XXX │ $XX,XXX │ $XX,XXX │ │ 6 │ $XX,XXX │ $XX,XXX │ $XX,XXX │ │ 9 │ $XX,XXX │ $XX,XXX │ $XX,XXX │ │ 12 │ $XX,XXX │ $XX,XXX │ $XX,XXX │ ├───────┼───────────────┼───────────────┼───────────────┤ │ Runway│ XX months │ XX months │ XX months │ └───────┴───────────────┴───────────────┴───────────────┘ Conservative: current growth continues, no new products launch Base: planned launches hit, moderate growth Optimistic: all targets hit, viral growth or enterprise deal closes 3. SENSITIVITY TABLE — WHAT MOVES THE NEEDLE ┌─────────────────────────────┬───────────────┬───────────────┐ │ Change │ Monthly Impact │ Runway Impact │ ├─────────────────────────────┼───────────────┼───────────────┤ │ Cut 1 engineer │ -$X,XXX burn │ +X months │ │ Pause TwntyHoops │ -$X,XXX burn │ +X months │ │ Vendly hits 50 merchants │ +$X,XXX rev │ +X months │ │ Autograph closes enterprise │ +$XX,XXX rev │ +X months │ │ Raise $250K bridge │ +$250K cash │ +X months │ │ Cut marketing 50% │ -$X,XXX burn │ +X months │ │ Move to cheaper infra │ -$X,XXX burn │ +X months │ └─────────────────────────────┴───────────────┴───────────────┘ 4. BREAK-EVEN ANALYSIS PER PRODUCT For each product, answer: what does it take to cover its own costs? Vendly: XXX merchants at $XX avg monthly revenue = break-even Autograph: XX providers at $XXX/month = break-even The Initiated: X,XXX subscribers at $XX/month = break-even Antigravity: X,XXX users at $XX/month = break-even TwntyHoops: XX events/year at $X,XXX avg net per event = break-even 5. DECISION FRAMEWORK When to RAISE: - Runway < 6 months and metrics trending up - Clear use of funds (hire X, launch Y, scale Z) - Favorable market conditions for your stage - Never raise out of desperation. Investors smell it. When to CUT: - Runway < 4 months with no raise in progress - A product's metrics have been flat for 3+ months despite investment - Cost to acquire next customer is rising, not falling - Cut fast. Cut once. Then focus. When to DOUBLE DOWN: - Product shows clear PMF signals (organic growth, low churn, NPS > 50) - Unit economics are improving month over month - Marginal cost of growth is decreasing - Capital deployed here has higher ROI than other products in portfolio

DATA ROOM STRUCTURE Organize in a shared drive (Google Drive or DocSend). Number folders for order. 01 — CORPORATE [ ] Certificate of Incorporation / Articles of Organization [ ] Bylaws / Operating Agreement [ ] Board meeting minutes (all) [ ] Board consent resolutions [ ] Stockholder/member agreements [ ] Cap table (current, fully diluted, with all SAFEs/notes) [ ] 409A valuation (if applicable) [ ] State registrations / qualifications 02 — FINANCIALS [ ] Profit & loss statement (trailing 12 months, monthly) [ ] Balance sheet (current) [ ] Cash flow statement (trailing 12 months) [ ] Bank statements (last 6 months) [ ] Financial projections (12-24 months, with assumptions documented) [ ] Revenue breakdown by product [ ] Burn breakdown by product [ ] Accounts receivable / payable aging 03 — FUNDRAISING [ ] Pitch deck (current version) [ ] Executive summary / one-pager [ ] Previous term sheets (if any) [ ] Outstanding SAFEs / convertible notes (copies) [ ] Use of funds plan (this round) [ ] Prior investors list with amounts and terms 04 — PRODUCT [ ] Product demos (recorded or live links) [ ] Architecture overview (1-2 pages, not a novel) [ ] Product roadmap (next 6-12 months) [ ] User/customer testimonials or case studies [ ] Screenshots / UI walkthroughs [ ] App Store / Play Store links (if live) 05 — METRICS [ ] Cohort retention analysis (by month, by product) [ ] Growth charts (users, revenue, GMV — trailing 12 months) [ ] Unit economics summary (CAC, LTV, LTV:CAC per product) [ ] Funnel metrics (signup to activation to payment) [ ] NPS or satisfaction scores (if collected) [ ] Churn analysis with reasons 06 — TEAM [ ] Org chart [ ] Founder bios / LinkedIn profiles [ ] Key hire profiles [ ] Hiring plan (next 12 months) [ ] Employee stock option grants (summary, not individual) [ ] Advisory board (if any) 07 — LEGAL [ ] IP assignment agreements (all founders and contractors) [ ] Employee/contractor agreements (template) [ ] Material contracts (customers, vendors, partners) [ ] Pending or threatened litigation (disclose or confirm none) [ ] Insurance policies (D&O, E&O, general liability) 08 — COMPLIANCE (product-specific) [ ] HIPAA BAA and compliance documentation (Autograph) [ ] Privacy policies (all products) [ ] Terms of Service (all products) [ ] Data processing agreements (if handling EU data) [ ] SOC 2 status or roadmap (if applicable) [ ] COPPA compliance (if applicable, The Initiated — if minors) 09 — TECHNICAL [ ] Security review summary (see /security-review skill) [ ] Infrastructure overview (cloud providers, architecture diagram) [ ] Uptime / reliability metrics (if tracked) [ ] Open source license compliance [ ] Data backup and disaster recovery plan READINESS RULES: - All documents must be current (within 30 days) - Label every document with date and version - Redact sensitive PII where possible - Use view-only links with tracking (DocSend preferred over raw Google Drive) - Have a "data room ready" date on your fundraising timeline - Budget 2-3 weeks to assemble from scratch, 2-3 days to refresh

VENDLY — LATAM MERCHANT OS (Marketplace Model) ┌──────────────────────┬──────────────────────────────────────────────┬───────────┐ │ KPI │ Formula │ Target │ ├──────────────────────┼──────────────────────────────────────────────┼───────────┤ │ GMV │ Total transaction volume processed │ $XXX K/mo │ │ Take Rate │ Revenue / GMV │ 2-5% │ │ Active Merchants │ Merchants with 1+ transaction in last 30 days│ XXX │ │ Merchant Retention │ Merchants active this month / active last mo │ > 85% │ │ Avg Revenue/Merchant │ Revenue / active merchants │ $XX/mo │ │ TPV Growth (MoM) │ (This month GMV - last month GMV) / last mo │ > 15% │ │ Merchant CAC │ Sales + marketing spend / new merchants │ < $XXX │ │ Merchant LTV │ Avg revenue/merchant / monthly churn rate │ > $X,XXX │ │ Onboarding Time │ Median days from signup to first transaction │ < 7 days │ │ Support Tickets/Merch│ Monthly support tickets / active merchants │ < 1.0 │ └──────────────────────┴──────────────────────────────────────────────┴───────────┘ AUTOGRAPH — AI MEDICAL SCRIBE (SaaS / Healthcare) ┌──────────────────────┬──────────────────────────────────────────────┬───────────┐ │ KPI │ Formula │ Target │ ├──────────────────────┼──────────────────────────────────────────────┼───────────┤ │ MRR │ Active providers × price per provider │ $XX K/mo │ │ Active Providers │ Providers who completed 1+ scribe this month │ XXX │ │ Scribes Completed │ Total AI scribes generated this month │ X,XXX/mo │ │ Time Saved/Provider │ Avg minutes saved per provider per day │ > 60 min │ │ Accuracy Rate │ Scribes accepted without major edits / total │ > 95% │ │ Pilot Conversion │ Pilots converted to paid / total pilots ended │ > 60% │ │ Provider NPS │ Net Promoter Score from provider surveys │ > 50 │ │ Churn (monthly) │ Providers lost / providers at start of month │ < 3% │ │ NRR │ (Start MRR + expansion - churn) / Start MRR │ > 110% │ │ HIPAA Incidents │ Security/privacy incidents in period │ 0 │ │ AI Cost/Scribe │ LLM API cost per scribe generated │ < $0.50 │ └──────────────────────┴──────────────────────────────────────────────┴───────────┘ THE INITIATED — WOMEN'S BASKETBALL RECRUITING PLATFORM ┌──────────────────────┬──────────────────────────────────────────────┬───────────┐ │ KPI │ Formula │ Target │ ├──────────────────────┼──────────────────────────────────────────────┼───────────┤ │ Coach Accounts │ Verified college coach accounts on platform │ XXX │ │ Athlete Profiles │ Complete athlete profiles (video + stats) │ X,XXX │ │ DAU / MAU │ Daily active / monthly active users │ > 25% │ │ Matching Rate │ Athletes contacted by coaches / total athletes│ > XX% │ │ Coach Engagement │ Avg profiles viewed per coach per session │ > 10 │ │ Platform Stickiness │ DAU / MAU ratio │ > 20% │ │ Athlete Completion │ Profiles with video + stats + GPA / total │ > 70% │ │ Subscription Revenue │ Paid subscriptions × price │ $X,XXX/mo │ │ Recruiting Outcomes │ Offers/commits attributed to platform │ XX/season │ │ Coach Retention (Q) │ Coaches active this quarter / last quarter │ > 80% │ └──────────────────────┴──────────────────────────────────────────────┴───────────┘ ANTIGRAVITY — AI AGENT ORCHESTRATION IDE (Dev Tools) ┌──────────────────────┬──────────────────────────────────────────────┬───────────┐ │ KPI │ Formula │ Target │ ├──────────────────────┼──────────────────────────────────────────────┼───────────┤ │ Total Signups │ Cumulative accounts created │ X,XXX │ │ DAU │ Users who opened IDE in last 24 hours │ XXX │ │ Weekly Active │ Users active 3+ days in last 7 │ XXX │ │ Agents Deployed │ Total agent workflows deployed to production │ X,XXX │ │ Retention (D7) │ Users active on day 7 / users signed up 7d ago│ > 40% │ │ Retention (D30) │ Users active on day 30 / signed up 30d ago │ > 20% │ │ Freemium Conversion │ Paid users / total active users │ > 5% │ │ MRR │ Paid users × avg price │ $X,XXX/mo │ │ Community PRs │ Open source contributions per month │ XX/mo │ │ NPS │ Net Promoter Score from user surveys │ > 40 │ │ Avg Session Duration │ Median minutes per IDE session │ > 20 min │ └──────────────────────┴──────────────────────────────────────────────┴───────────┘ TWNTYHOOPS — BASKETBALL MEDIA & EVENTS ┌──────────────────────┬──────────────────────────────────────────────┬───────────┐ │ KPI │ Formula │ Target │ ├──────────────────────┼──────────────────────────────────────────────┼───────────┤ │ Events Held │ Total events this period │ XX/quarter│ │ Avg Attendance │ Total attendees / events held │ XXX/event │ │ Revenue per Event │ (Tickets + sponsorships + merch) / events │ $X,XXX │ │ Cost per Event │ Total event costs / events held │ $X,XXX │ │ Margin per Event │ (Revenue - cost) / revenue per event │ > 40% │ │ Social Reach │ Total followers across platforms │ XX,XXX │ │ Engagement Rate │ (Likes + comments + shares) / impressions │ > 3% │ │ Sponsorship Revenue │ Total sponsorship deals closed this period │ $XX,XXX/Q │ │ Sponsor Retention │ Returning sponsors / total sponsors last period│ > 70% │ │ Content Pieces │ Videos, articles, posts published │ XX/week │ │ Email List Size │ Total newsletter subscribers │ X,XXX │ │ Email Open Rate │ Opens / emails sent │ > 30% │ └──────────────────────┴──────────────────────────────────────────────┴───────────┘ DASHBOARD RULES: - Update every KPI weekly, report monthly (at minimum) - Every KPI needs a target. A number without a target is just a number. - Show trailing 3-month trend, not just current value - Red/yellow/green status based on % of target achieved - If a KPI has been red for 3 months, escalate to board or kill the initiative - Never add a KPI without removing one. Dashboard bloat kills focus. - Source of truth: one spreadsheet or dashboard tool, not scattered across Notion/Sheets/Slack

Monthly investor update	1-page email with metrics, wins, losses, asks	Angels, pre-seed/seed investors
Quarterly board deck	12-15 slide deck with portfolio health + decisions	Board members, lead investors
Portfolio financial report	Consolidated P&L, burn, runway, unit economics	CFO, board, institutional investors
Fundraising data room	Organized document checklist for due diligence	Prospective investors, VCs
Cap table modeling	Pre/post money, dilution, waterfall, SAFE conversion	Founders, legal, prospective investors
Runway & scenario modeling	Burn analysis, revenue scenarios, decision framework	Internal leadership, board
Ad-hoc investor request	Custom data pull or narrative for a specific investor	Individual investor or fund

Investor Reporting

Investor Reporting

Pre-Processing (Auto-Context)

Step 1: Classify the Reporting Need

Step 2: Gather Context

Step 3: Monthly Investor Update

Format Rules

Template Structure

Monthly Update Anti-Patterns

Step 4: Quarterly Board Deck

Deck Structure

Slide Design Rules

Step 5: Portfolio Financial Report

Step 6: Cap Table Modeling

Step 7: Runway & Scenario Modeling

Step 8: Fundraising Data Room Checklist

Step 9: KPI Dashboard Definitions

Artifact Generation (Required)

Cross-References

Llm Trading Agent Security

Energy Procurement

Council

Carrier Relationship Management

Market Research

Market Research