Northsight had a deck that explained everything and argued nothing. Sixty-one frames, four of them load-bearing, and a founder who could no longer tell which four.
They were eleven partner meetings into a raise that was not moving. The deck was not the only problem, but it was the one we could fix in three weeks.
The round was already in market. Nothing could change about the business — only about the order it was explained in.
We started with the one sentence the partners had to repeat to their own committee. Everything that did not serve that sentence left the deck.
Twenty-two frames, drawn on paper first, in the order a sceptic would ask for them. The frame list was agreed before a single slide was designed.
Then the deck was built — one argument per frame, data set as evidence rather than decoration, and a version the founder could edit alone.
They deleted two thirds of our deck and we raised on the third that was left.