Starting a business in the UK right now isn’t just hard. It’s expensive, unpredictable, and increasingly stacked against small brands.

I’ll start with a confession:
The first time I was asked about CAC, in a room full of VCs, I had no idea what it meant.

If you’re an early-stage founder, you’ve probably worked with at least one freelancer who overpromised and underdelivered… but more likely you’ve worked with five.

If you’re building a business, you probably feel like everything is on fire. And that you’re the only one holding the hose.

Welcome to early-stage life.

When everything feels urgent, you lose the ability to focus. You jump from task to task, your to-do list never shrinks, and you end every day feeling behind. Sound familiar?

Here’s how to break things down and prioritise what actually matters:

1. Not everything is urgent

Start by being honest. What will actually break the business if it’s not done this week? What’s just uncomfortable to leave unfinished? Most things can wait. Very few things can’t.

2. Revenue comes first

If you’re unsure what to do next, ask: Will this make or save money? If the answer is no, it goes lower on the list. If the answer is yes, do it now. This is especially true if you’re pre-raise or close to running out of cash.

3. Don’t outsource your brain

Delegating is good. Abdicating is not. Just because someone else is doing it doesn’t mean you stop thinking about it. You’re still the one who has to make the big calls.

4. Get an outside perspective

If you can’t tell what’s most important, talk it through with someone who’s done this before. A mentor, advisor, or another founder. When you’re too close to something, everything feels equally urgent. It usually isn’t.

Final thoughts

If everything’s urgent, nothing is. You need to make space to work on the business, not just in it.

I work with founders to help them get clear on what matters, what can wait, and what to drop altogether. Because your time is your most valuable resource. Spend it like it matters.

If you’re running a small or early-stage business, there’s a good chance you’re the founder, the marketer, the ops team, and the finance department.

And unless you’ve worked in finance, you’ve probably Googled things like “what is a P&L” or “how to build projections” more than once.

Most early-stage founders can’t afford a CFO. But that doesn’t mean you can afford to ignore your numbers.

Why your financials matter

Investors don’t back aesthetics. They back numbers.

Even if you’re not raising right now, you still need a clear understanding of what’s happening in your business. That means knowing:

• What you’re spending each month

• What your margins actually are

• How much cash you have and how long it will last

You don’t need a CFO to figure this out. But you do need a solid understanding of the basics of business finance.

Where to start

If you can’t afford a CFO, here’s how to get control of your numbers.

1. Build a proper P&L
Track revenue, costs, gross margin, expenses, and profit each month. Pair it with a simple balance sheet so you always know what you own, what you owe, and what cash you actually have available.

2. Use historical data
Start from wherever you have records. Even three to six months of real numbers will show patterns and help you make better decisions moving forward.

3. Keep projections grounded
Base them on actual performance. Don’t inflate. Investors want to see that you know where you are and have a clear, realistic plan for achieving your projections.

When to bring in help

You don’t need a full-time CFO. But you probably do need someone.

I work with founders to build clean, simple financials that bring clarity. Whether you're bootstrapping or planning a raise, getting this right early will save you time, money, and stress later.

Final thoughts

You don’t need to be a financial expert. But you do need to know what your numbers are telling you.

When you understand your margins, your burn, and your projections, you make better decisions. You spot problems sooner. And when it’s time to speak to investors, you’re ready.

Yes, you need traction. But not necessarily revenue.

In 2025, investors want proof that your business has demand. That might be revenue, but it could also be strong early signals like waitlists, pre-orders, repeat customers, growing organic traffic, or improving CAC.

You need to show that people want what you’re building, and that you’re building it the right way.

What counts as traction

Demand signals
Early sales, repeat orders, a waitlist that’s growing, or a low CAC from paid ads. Something that shows product-market interest.

Customer insight
You’ve tested something. You’ve got feedback. You understand who your customer is and what they care about.

Clarity
You can clearly explain what your product is, who it’s for, how it’s different, and what’s working.

Data
It doesn’t need to be big. It needs to be real. Investors want to see how you think, what you’re tracking, and what you’ve learned so far.

What doesn’t count

• A pretty brand with no sales

• “We’re talking to X retailer” with nothing signed

• Press without traction

• “We’re raising to find product-market fit”

• A sexy market with no angle in

Final thoughts

You don’t need a perfect business. But you do need proof that it’s working.

If you can show evidence, a plan, and clear thinking, that’s enough at pre-seed.

I work with founders to build decks, shape the story, and show investors why now is the time to back you.

You’ve launched. You’ve got the product. The branding looks good. But it’s not taking off, and you don’t know why.

I remember making our first website live and being devastated when there wasn’t a flood of orders. You expect the momentum to start building, but sometimes — nothing happens.

Here are the most common reasons brands stall:

1. No one knows you exist

Your product might be great. But if your traffic is low and you’re not showing up where your customer is, you’re invisible. Growth needs distribution. That might mean ads, partnerships, SEO, affiliates, or wholesale. You need a plan to get eyes on you.

2. Your message isn’t landing

If people are finding you but not converting, the issue is probably positioning. Is it clear? Is it sharp? Can someone understand what you do and why they should care in under ten seconds?

3. You’re not tracking the right numbers

A lot of founders don’t know what’s actually working. If you’re not looking at CAC, conversion rate, repeat rate, or AOV, you’re flying blind. Growth without data is just guessing.

4. You hired the wrong help

Freelancers, agencies, consultants — there’s a lot more noise than real experts. If your ad spend is flat or your socials look good but drive nothing, review your hires. Don’t just trust credentials. Trust results.

5. You’re trying to do too much

Every founder hits a point where they’re doing everything — ops, ads, content, sales, finance. It’s not sustainable. Growth means knowing what needs your attention, what you can delegate, and hiring well when you do.

Final thoughts

If you’re stuck, don’t throw more money at it. Step back. Look at what’s working and what isn’t. Ask someone who’s been through it.

Most founders aren’t ex-bankers. You’re learning finance while running a business. If investment feels confusing, you’re not alone.

Here’s what you actually need to know:

1. What are you raising?

Start with the type of raise. At early stage, it’s usually one of:

• Equity – you give investors a percentage of your business

• SAFE / ASA – a simplified agreement where equity is converted later

• Debt – less common early, but includes startup loans and convertible notes

If you’re UK-based, most early-stage raises will be under the SEIS or EIS schemes, the UK’s tax relief incentive that make it a lot more attractive for investors to back you. If you’re not using these, you’re missing a trick.

2. How much are you raising and why?

You can’t just pluck a number out of the air. Build a model that shows:

• How much do you actually need to reach the next milestone

• What will it cost to get there

• How long should that cash last

Investors want to know where their money is going. Be specific.

3. What’s your valuation?

If you’re raising equity, you need to agree on a valuation — what your business is worth. This affects how much of it you’re giving away.

At early stage, valuation is based on:

• Market potential

• Traction

• Team

• Comparable deals

Be realistic. You can’t justify a £10M valuation on an idea alone. Even if you manage to raise at a high valuation, it can cause problems at your next round. It has to make sense. Real cash is usually the most valuable thing in the business, so manage your expectations.

4. What do investors want to see?

You don’t need perfect numbers, but you do need proof. That might be:

• Product in market

• Paying customers

• Strong retention or conversion

• A clear plan to scale

Early-stage investors back the team and the traction. They want to see that you know your stuff and that the business has legs.

5. What happens after the raise?

Investment isn’t free money. It comes with expectations. You’ll need to:

• Hit targets

• Report regularly

• Stay on track for your next raise or route to profitability

Be honest about whether you want that pressure — and whether the business is ready for it.

Final thoughts

Raising money is not a badge of honour. It’s a tool. Sometimes it’s the right one. Sometimes it isn’t.

If you’re not sure whether to raise, how much, or on what terms — get help. A few smart decisions early can save you a lot of pain later.

I work with founders to build investor-ready decks, refine their strategy, and raise the right way. If you’re thinking about fundraising, get in touch.

Most pitch decks don’t fail because the idea is bad. They fail to even get you a meeting.

I’ve raised rounds and I’ve helped other founders raise. I’ve also seen great ideas fall flat because the deck didn’t do its job.

Here’s what actually matters:

1. one structure for all

Your deck needs to follow a clear, proven flow. The must-haves:

• Problem

• Solution

• Vision

• Why Now

• Product

• Market Size

• Competitive Landscape / Differentiation

• Business Model

• Customer / Audience Insight

• Traction

• Revenue Streams

• Team

• Financials

• The Ask / Use of Funds

2. DON’T PAD IT OUT

Keep it tight — aim for 10 to 14 slides total. If a slide isn’t adding clarity or proof, cut it.

3. Show that it’s working

You don’t need millions in revenue, but you do need evidence. That could be:

• A growing waitlist

• High conversion rates

• Loyal customers

• Strong unit economics

Show that there’s demand, and that you know how to scale it.

4. Be honest with the numbers

Your financials don’t need to be complex, but they do need to make sense. If you’re doing £5K a month, don’t project £10M next year. Know your margins, your burn, your runway, and what you actually need to raise to hit your next milestone.

5. The team matters more than you think

Investors back people. Why are you the one to build this? What have you done before? What gives you the edge?

Final thoughts

A strong deck is simple, honest, and built around proof. It gives investors what they need to say yes — or at least ask for a second meeting.

This is what I do. I work with founders to build investor-grade decks that get results.

If yours isn’t landing, or you’re not sure what’s missing, let’s talk.