VC Strategy
Answer the founder's actual financing or positioning question with evidence and explicit assumptions. Use only the relevant branch; a one-liner, valuation question, or term-sheet clause does not require an entire fundraising memo.
| Question | Reference |
|---|---|
| Whether/when VC fits | references/what-vcs-evaluate.md |
| Narrative or value proposition | references/narrative-playbook.md |
| Amount, runway, milestones, dilution | references/round-design.md |
| Instrument or term sheet | references/deal-terms.md |
| Current market comparison | references/stage-benchmarks.md |
| Devtools/AI-infra positioning | references/devtools-positioning.md |
Read matching sections and reuse known company facts. Current financial/legal guidance and market claims require authoritative, current sources; bundled numbers retain their dates and limitations. Fund-return, ownership, readiness, and sizing rubrics are diagnostic tools, not fixed approval thresholds.
For a full round design, connect cash/burn, credible milestones, timing, alternatives, and dilution. Model every existing SAFE when conversion or cap-table outcomes are in scope. Cross-check estimates where assumptions differ; do not force three methods to converge within an arbitrary percentage. Compare scenarios when they illuminate a real tradeoff.
Keep economics separate from control rights, state risks and uncertainty, and use qualified legal review for binding instrument/term decisions. Do not fabricate traction, accepted valuation, investor appetite, or expected returns. Recommend non-VC alternatives when the company's needs fit them better.
Deliver the requested answer or strategy artifact with the reasoning and material gaps. Deck creation and outreach remain separate tasks unless included in the user's request.