Start with the value-creation engine
Explain how money becomes capability and how capability becomes revenue, margin, resilience or strategic value. Break the raise into uses, milestones and measurable outcomes. “Growth” is not a use of funds.
Know the numbers behind the story
Prepare historic financials, cash conversion, unit economics, pipeline quality, scenario forecasts and working-capital requirements. Show assumptions plainly. Investors can disagree with an assumption; they cannot work with a number whose origin nobody can explain.
Prepare the diligence room early
Organise corporate records, ownership, material contracts, intellectual property, employment matters, tax, litigation disclosures and operational risks. Resolve discrepancies before outreach. Readiness is partly speed: the company should be able to answer a reasonable question without starting an archaeological dig.
Choose aligned capital
Debt, equity, strategic investment and export finance solve different problems. Consider control, repayment, dilution, covenants, time horizon and the value an investor adds beyond money. ASIC regulates fundraising, and business.gov.au recommends a clear pitch, realistic projections and a strong grasp of the numbers. Obtain legal and financial advice.
For a focused review of the workflow, economics and next practical step, visit danielroberts.com.au.
Primary guidance
General information only. Obtain qualified legal, tax, financial, engineering, planning or other specialist advice where required.