CAPITAL READINESS
Know whether the company is ready to raise.
A focused five-week engagement to test the investment case against the evidence before serious investor outreach.
The decision: raise now, strengthen the evidence, reposition the case or delay.
Bounded engagement · No promise of introductions or funding · Clear readiness decision at the end
5 weeks
BOUNDED ENGAGEMENT
One readiness decision
RAISE · STRENGTHEN · REPOSITION · DELAY
Evidence before outreach
NO INTRODUCTION OR FUNDING PROMISES
WHEN THIS FITS
The deck may be ahead of the company.
Best suited to technology companies with a credible product, a real capital need, access to commercial and financial evidence, and leadership willing to hear “not yet.”
Fundraising rarely fails because the presentation is weak. It fails because the company is not ready for the questions the presentation creates.
- You plan to raise within the next three to twelve months.
- Investors show interest but repeatedly say “not yet.”
- The pitch has evolved faster than the evidence behind it.
- Traction is difficult to interpret.
- The leadership team cannot agree whether the company is ready.
- Fundraising depends on scattered introductions and founder memory.
WHAT INVESTORS MUST BELIEVE
The problem matters
There is a sufficiently urgent customer problem and a buyer with reason to act now.
The company can win
The product, team and position create a credible path to differentiation and growth.
The capital changes the trajectory
The raise has a clear purpose, measurable milestones and a believable next stage.
FRAME → EVIDENCE → COMMIT
How the engagement works.
Frame
Define what the capital must unlock, what investors must believe and the evidence standard the company must meet.
Evidence
Test the customer, traction, product, team, financial and growth claims against what can actually be demonstrated.
Commit
Decide whether to raise, strengthen specific evidence, reposition the case or delay—and define the next milestone.
WHAT YOU RECEIVE
A company that knows what is credible—and what still needs to be earned.
Evidence review
- Assumption and Evidence Map — what is supported, weak, contradicted or unknown.
- Traction assessment — what the current signals actually prove.
- Readiness priorities — the gaps most likely to weaken investor confidence.
Investment case
- Investment thesis — why the company should exist, why now and why this team.
- Claims discipline — what can be stated with confidence and what cannot.
- Investor FAQ — the questions serious investors are likely to ask.
Fundraising system
- Investor strategy — defined profile and prioritised target universe.
- Pipeline structure — stages, owners, next actions and disqualification criteria.
- Weekly Fundraising Review — runway, signals, objections, decisions and next steps.
FIVE WEEKS
A readiness decision, not a prettier deck.
Week 1: define the raise, capital need, investor test and evidence standard.
Week 2: examine commercial, product, traction, team and financial evidence.
Week 3: identify the gaps most likely to weaken investor confidence.
Week 4: strengthen the highest-value evidence and refine the investment case.
Week 5: make the readiness decision and establish the operating cadence.
Investor outreach is not required during the engagement. Existing investor feedback is incorporated where available.
IN PRACTICE
From scattered activity to a managed readiness process.
An AI infrastructure company had a broad proposition, a deteriorating runway and scattered investor activity. The work converted fundraising into a managed operating function with an evidence map, readiness priorities, investor pipeline and weekly review cadence.
See Capital Readiness in practice →
What I do not do: act as a placement agent, sell access to a private investor list or promise introductions and funding outcomes I cannot control. The network can support the method. It is not the product.
Investability is built, not presented.
Bring the current investment case and the decision you are trying to make.
Jörn Green 