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FREE 5–7 MIN ASSESSMENT

Investor Readiness Assessment

Answer 20 focused questions to understand how prepared your startup is for investor outreach, where you are strongest, and what to improve before starting your raise.

100

Investor readiness score5 category scoresRadar profilePersonalized action planSave as branded PDF

1Team & Company Foundation

2Problem, Market & Product

3Traction & Business Model

4Financial & Round Strategy

5Fundraising Materials & Execution

Team & Company Foundation

Which statement best describes your current founding and core team commitment?

AI am a solo founder working part-time, with no committed core team yet.✓BOne founder is full-time, or two or more founders are part-time; critical product or commercial skills are still missing.✓CWe have 2–4 full-time founders/core team members covering both product/technical and commercial execution, with a few known hiring gaps.✓DWe have a committed full-time core team with all critical functions clearly owned, plus a realistic hiring plan for the next 12–18 months.✓

Team & Company Foundation

How strong is the founding team’s direct experience with this customer, industry and problem?

AThe founders have limited direct experience with the target customer, industry or problem.✓BThe founders have adjacent skills or have researched the market, but have little direct execution experience.✓CAt least one founder has several years of relevant domain, technical, customer or industry experience and useful relationships.✓DThe founding team combines deep domain, technical/product and commercial experience, with evidence of successful execution in this market.✓

Team & Company Foundation

How clearly are team roles, decision rights and operating responsibilities defined?

ARoles and decisions are mostly ad hoc, and important milestones do not have clear owners.✓BThe main roles have been discussed informally, but ownership and decision rights are not documented.✓CEach critical function has an owner, quarterly milestones are defined, and the team follows a regular operating cadence.✓DRoles, KPIs, decision rights, hiring responsibilities and execution cadence are documented and consistently followed.✓

Team & Company Foundation

How prepared are your company structure, cap table, founder agreements and intellectual-property ownership for investor diligence?

AThe legal entity, founder equity, cap table or intellectual-property ownership is unclear or incomplete.✓BThe company is incorporated, but the cap table, vesting, IP assignments or prior agreements contain important gaps.✓CThe cap table is current; founder agreements, vesting, IP assignments and previous funding instruments are documented.✓DCorporate records, tax/compliance, board approvals, cap table, option pool, IP and financing documents have been reviewed and are diligence-ready.✓

Problem, Market & Product

What evidence shows that your target customers experience a painful, urgent problem worth solving?

AThe problem is based mainly on founder belief, with fewer than five qualified customer conversations.✓BWe have completed 5–14 customer conversations; some people are interested, but the pain or urgency is inconsistent.✓CWe have completed 15–30 structured interviews showing recurring pain, current workarounds, a recognizable buyer and willingness to explore a solution.✓DWe have 30+ interviews plus behavioral evidence—such as paid pilots, deposits, contracts, switching behavior or budget allocation—confirming pain, urgency and willingness to pay.✓

Problem, Market & Product

How precisely have you defined and validated your initial ideal customer profile?

AWe describe our target as everyone, or we are pursuing several unrelated customer groups simultaneously.✓BWe know the general sector or user type, but the buyer, use case, geography and qualification criteria remain unclear.✓CWe have defined the user, economic buyer, segment, geography, use case, trigger event and qualification criteria.✓DWe have a prioritized beachhead ICP validated through conversion, usage or sales evidence, with clearly identified adjacent expansion segments.✓

Problem, Market & Product

How credible is your market-size and market-timing analysis?

AWe do not have a defensible market calculation and mainly use a broad industry figure.✓BWe have a top-down TAM from market reports, but it is not connected to reachable customers, pricing or sales capacity.✓CWe have a bottom-up TAM, SAM and SOM based on customer counts, pricing, geography and realistic initial market-share assumptions.✓DOur bottom-up market model uses current sources, explains growth and timing drivers, defines a realistic initial SOM and shows a credible expansion path.✓

Problem, Market & Product

How mature and defensible is your product or solution today?

AThe solution is still an idea or concept, and meaningful differentiation is not yet clear.✓BA prototype or demo exists, but target customers are not actively using it and the advantages are mainly feature-based.✓CA working MVP is used by target customers, the value proposition is clear, and the differentiation is meaningful.✓DThe product is used repeatedly in real workflows and has defensibility through data, IP, integrations, workflow ownership, network effects, brand, switching costs or distribution.✓

Traction & Business Model

Which statement best reflects your strongest current commercial traction, relative to your stage?

AWe have no revenue and no verifiable equivalent evidence such as pilots, LOIs, active users, preorders, grants, contracts or technical validation.✓BWe are pre-revenue with credible pilots, LOIs or active users, or we generate less than $5,000 in monthly recurring or repeat revenue.✓CWe generate approximately $5,000–$25,000 in MRR/repeat monthly revenue, or have equivalent evidence such as several paid pilots or contracts with repeat usage.✓DWe generate more than $25,000 in MRR or meaningful ARR with quality revenue, or have strong stage-appropriate evidence such as repeat contracts, major regulatory/technical milestones or scalable transaction volume.✓

Traction & Business Model

How consistent and measurable has your growth been during the most recent operating period?

AGrowth is not measured, is declining or is mainly the result of one isolated event.✓BWe have seen some growth, but not for three consistent months, or we cannot clearly explain where it came from.✓CWe have at least three consecutive months of measurable growth in revenue, active users, transactions or qualified pipeline, and we understand the main drivers.✓DWe have at least six months of strong, repeatable growth with cohort or channel breakdowns and a credible explanation of what can sustain it.✓

Traction & Business Model

What evidence do you have that customers continue using, renewing or purchasing from you?

ARetention, churn, renewals, repeat purchase or continued usage is not measured.✓BWe see some repeat use or positive feedback, but we do not have cohort data or consistent renewal evidence.✓CWe track cohort retention, churn, renewals or repeat purchase and understand the main reasons customers stay or leave.✓DWe have strong retention or repeat purchasing, improving cohorts, renewals or expansion/NRR where relevant, and evidence that customers depend on the product.✓

Traction & Business Model

How well do you understand and validate your unit economics?

AGross margin, customer acquisition cost, contribution margin or customer profitability is unknown.✓BWe track revenue and direct costs and can estimate basic gross margin, but other unit economics are not reliable.✓CWe measure gross margin, CAC or acquisition cost, contribution margin and payback using real data or transparent early-stage assumptions.✓DUnit economics are validated by cohort or channel, including CAC payback, LTV or repeat economics, gross margin and sensitivity scenarios.✓

Traction & Business Model

How developed and measurable is your commercial sales or partnership pipeline?

AWe do not have a structured pipeline, or we only have unqualified contact names.✓BWe have a waitlist, conversations or early opportunities, but stages, values, decision-makers and timing are not defined.✓CWe maintain a qualified pipeline in a CRM or spreadsheet with decision-maker, stage, value, probability, next action and expected timing.✓DWe measure pipeline coverage, conversion rates, sales cycle, win/loss reasons and forecast accuracy, and the indicators are improving.✓

Financial & Round Strategy

How well are you managing monthly net burn, cash balance and runway before beginning fundraising?

AWe do not reliably know our monthly net burn, cash balance or runway—or our runway is under three months.✓BWe know our burn and cash balance, but have only 3–6 months of runway and a limited contingency plan.✓CWe have 6–12 months of runway, track burn monthly, and have identified spending priorities and cost-reduction options.✓DWe have at least 12 months of runway or are near break-even, manage base and downside scenarios, and connect burn directly to milestones.✓

Financial & Round Strategy

How complete and decision-useful is your financial model?

AWe do not have a current financial model.✓BWe have an annual or rough forecast, but it is mostly manually estimated and not linked to operating drivers.✓CWe have a monthly 24–36 month model covering revenue, headcount, costs, cash balance, burn, runway and explicit assumptions.✓DWe have an integrated monthly model with base, downside and upside scenarios, unit economics, hiring plans, cash runway and milestone sensitivity.✓

Financial & Round Strategy

How was your target fundraising amount and use of funds determined?

AThe target amount is mainly a round number or is based on the valuation we would like to achieve.✓BWe have an approximate budget and use-of-funds list, but it is not tightly connected to runway and measurable milestones.✓CThe raise supports approximately 12–18 months of runway and specific product, revenue, hiring, market-entry or regulatory milestones.✓DThe amount is scenario-tested, includes contingency, connects major spending to measurable milestones, and positions us for the next round or break-even.✓

Financial & Round Strategy

How prepared are you to discuss valuation, dilution, financing structure and investor terms?

AWe have a fixed valuation expectation with little understanding of dilution, financing terms or current market context.✓BWe use a few comparable companies, but have not fully modeled dilution, the option pool or different financing instruments.✓CWe have a defensible valuation range and have modeled target dilution under equity, SAFE or convertible-note scenarios.✓DWe have modeled multiple term scenarios on the cap table and understand acceptable dilution, negotiation priorities, investor rights and trade-offs.✓

Fundraising Materials & Execution

How investor-ready is your pitch deck and fundraising narrative?

AWe do not have a current pitch deck, or the deck is incomplete or outdated.✓BThe deck covers the main topics, but it is text-heavy, weakly evidenced, unclear on the ask or inconsistent with the financial model.✓CWe have a concise 12–18 slide deck covering problem, solution, market, traction, business model, GTM, team, financials/use of funds and evidence-backed claims.✓DThe deck has been tested with relevant investors or advisors, tailored by investor type, and supported by a clear demo, Q&A preparation and consistent financial narrative.✓

Fundraising Materials & Execution

How prepared is your investor data room for due diligence?

AWe do not have a data room, and important documents are scattered or missing.✓BA basic folder exists with the deck and some documents, but legal, financial, commercial, product or team files are incomplete or outdated.✓CWe have an organized data room containing corporate, cap-table, financial-model, KPI/traction, contract, team, product/IP and fundraising documents.✓DThe data room is indexed, current, access-controlled, uses consistent numbers and signed documents, and allows rapid responses to likely diligence requests.✓

Fundraising Materials & Execution

How prepared is your investor targeting and fundraising campaign process?

AWe have no investor target list, or we plan to use a generic mass list without filtering for fit.✓BWe have a broad list, but limited partner-level research, prioritization, personalization or follow-up planning.✓CWe have a qualified, tiered list matched by sector, stage, geography, check size, current activity and relevant portfolio, plus a CRM and follow-up sequence.✓DThe campaign includes warm-path mapping, personalized outreach, weekly pipeline targets, meeting/Q&A preparation, performance tracking and sufficient founder time to maintain momentum.✓

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Scoring all five categories and preparing your recommendations.

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YOUR INVESTOR READINESS REPORT

Investor Readiness Score

Evidence ConfidenceSelf-Reported

0/100

Your readiness level

INVESTOR VIEW

How an investor may interpret your current readiness

READINESS PROFILE

Your five fundraising dimensions

CATEGORY SCORES

Where investors may push hardest

INVESTOR RISK MAP

Issues most likely to create fundraising friction

STRONGEST AREAS

What is already working

PRIORITY IMPROVEMENTS

Where to focus first

INVESTOR OBJECTION PREDICTOR

Questions you should be ready to answer

PERSONALIZED ACTION PLAN

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Investor Readiness

Investor Readiness Assessment

Which statement best describes your current founding and core team commitment?

How strong is the founding team’s direct experience with this customer, industry and problem?

How clearly are team roles, decision rights and operating responsibilities defined?

How prepared are your company structure, cap table, founder agreements and intellectual-property ownership for investor diligence?

What evidence shows that your target customers experience a painful, urgent problem worth solving?

How precisely have you defined and validated your initial ideal customer profile?

How credible is your market-size and market-timing analysis?

How mature and defensible is your product or solution today?

Which statement best reflects your strongest current commercial traction, relative to your stage?

How consistent and measurable has your growth been during the most recent operating period?

What evidence do you have that customers continue using, renewing or purchasing from you?

How well do you understand and validate your unit economics?

How developed and measurable is your commercial sales or partnership pipeline?

How well are you managing monthly net burn, cash balance and runway before beginning fundraising?

How complete and decision-useful is your financial model?

How was your target fundraising amount and use of funds determined?

How prepared are you to discuss valuation, dilution, financing structure and investor terms?

How investor-ready is your pitch deck and fundraising narrative?

How prepared is your investor data room for due diligence?

How prepared is your investor targeting and fundraising campaign process?

Before we start

Building your investor readiness report…

Investor Readiness Score

How an investor may interpret your current readiness

Your five fundraising dimensions

Where investors may push hardest

Issues most likely to create fundraising friction

What is already working

Where to focus first

Questions you should be ready to answer

Recommended next steps based on your answers

Get My Score Verified

Book a Free Fundraising Consultation

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