Proof before polish. Control before scale. Credibility before capital.
Three principles set the tone for the morning and surfaced repeatedly across every session. The panel pushed back against the idea that a slick pitch deck is the bottleneck. The bottleneck is whether the underlying numbers, customer signal and management discipline stand up to scrutiny in the second meeting.
Paul Coyle reframed sales as "98% science and 2% art," and gave founders a three-question test for any opportunity: what is the customer's actual problem, how big is it, and is there a budget to solve it? Outbound activity and direct customer conversations are non-negotiable.
Helen Cahill (Financefair) made the case that revenue growth on its own won't impress investors. Predictable recurring revenue, healthy margins, cash flow visibility and a credible burn-rate plan are what reduce perceived risk, and a strong management team de-risks the rest.
Dermot Berkery (Delta Partners) gave the investor's-eye view. Treat investors as trusted advisors, not just chequebooks. Runway is assessed over shorter timeframes than founders think. Credibility and how you communicate weigh heavily on the outcome.
And Seán McLoughlin (ResHub) closed on resilience: build the systems that take you out of the bottleneck, invest in operational depth post-funding, and ask for help on your weaknesses early.
Recommended reading from the panel
The Qualified Sales Leader · The Dip · Hacking Growth