Pitch Deck and Business Plan Writing Editing and Proofreading Services

Every plan contains a chart that goes up. The founder believes it, the adviser who built the model believes the logic that produced it, and the investor reading it has seen four hundred identical curves this year. What separates the plans that get a second meeting from the ones that do not is almost never the size of the number at the end of the curve. It is whether anybody has written down what has to be true for the curve to happen.

We edit what business plan writers, pitch consultants and founders produce — investor pitch decks and one-page teasers, business plans and executive summaries, financial model narratives and assumption schedules, market sizing and competitive positioning sections, go-to-market and sales plans, grant and funding applications, bank and lender business cases, information memoranda for early-stage raises, board and investor update templates, product roadmaps written for investors, use of funds and milestone documentation, and data room narrative documents. Our editors work on the part of a plan an investor tests first.

The assumptions behind the growth curve are the most consequential paragraph in any plan and the most commonly missing one. A projection reaching £12m in year four is not a claim about the future; it is the output of perhaps five inputs, and the plan's credibility rests entirely on whether those inputs are stated and defensible. We write these so the three or four assumptions that drive the model are named on the page next to the chart, each as a number with its basis — customer acquisition cost from actual spend rather than an industry article, conversion rate from the company's own funnel, churn from cohorts if they exist and marked as an estimate if they do not, sales cycle length from closed deals; so the hiring and cash consequences of the growth are shown alongside it, since a plan that triples revenue without tripling anything else invites the obvious question; so at least one assumption is flexed to show what happens if it is wrong by half, because a founder who has done this reads as someone who has thought about failure; and so anything genuinely unknown is labelled unknown rather than dressed as a forecast, given that investors discount everything by default and stop discounting the founder who does it first. Plans written this way get argued with, which is what a second meeting consists of.

Everything you send is treated in confidence, including financial models, product plans and investor material. We are editors rather than corporate finance, investment or accounting advisers, and we offer no view on projections, valuation or fundraising strategy. What we can do is put the assumptions on the page beside the number.