Assess the investment case, not only the pitch
Review the problem, market, differentiation, traction, business model, team, use of funds and key risks. A founder can present confidently while the underlying case remains weak.
Separate stage-appropriate evidence from mature-company metrics
Pre-seed and seed businesses will not have the same evidence as later-stage companies. The assessment should focus on whether the highest-risk assumptions are being tested with credible evidence for that stage.
Test the fundraising logic
Ask why the company is raising now, how much it needs, what the capital will fund and what milestone should exist when the round is spent. A coherent use-of-funds story is a major readiness signal.
Evaluate investor fit
Readiness includes knowing what kind of investor the company should approach. Sector, stage, cheque size, geography, ownership expectations and portfolio fit all matter.
Look for coachability without creating dependency
Founders should be able to absorb challenge, make decisions and act. Programmes create more value when mentoring improves founder judgement rather than making the founder dependent on the mentor.
Finish with a readiness gap and action plan
A single score is rarely enough. The useful output is a small number of readiness gaps, the evidence required to close them and a realistic sequence for investor engagement.
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