The first slide is a clean visual: a card held in a hand and a short tagline that positions EOS (Nubank) as the future of Brazilian consumer banking. It sets a confident tone and signals the product focus immediately: a modern card and consumer banking experience. The design is minimal and intentional, communicating product-first thinking rather than financial jargon.

The lesson for founders is that the cover should communicate core identity in one image and a short line. Nubank's early cover does this well by showing the product and hinting at disruption, preparing the audience for a deck that balances brand with business detail.

Slide 3 (the comparative table) lays out a concise, strategic narrative: established banks are process-driven, branch-focused and bureaucratic, while Nubank positions itself as a technology company that leverages simplicity, agility and customer experience. This juxtaposition converts an abstract claim of disruption into concrete operational contrasts across culture, distribution, product, market and IT cycles.

Founders can learn from this approach: a short, structured comparison shows why incumbents are vulnerable and which specific advantages the startup brings. It also helps investors assess defensibility and execution risk by linking cultural choices to measurable outcomes like development cycles and product iteration speed.

The slide that contrasts the 'brain' (analytical backbone) with the 'heart' (emotional appeal) is one of the deck's most instructive elements. It communicates that Nubank is not solely a credit or payments product; it is a combination of data-driven underwriting, rapid product iteration and a brand that resonates emotionally with younger consumers. The dual-column framing helps investors see both technological defensibility and go-to-market differentiation.

For founders, the key takeaway is to show both sides of your business: the hard, technical moat and the softer, brand-led adoption engine. Presenting them together — with clear bullets on analytics, architecture and customer experience — reduces the chance investors view the startup as one-dimensional.

The 'Why Now' content (unique confluence of factors) lays out macro shifts, technology shifts and consumer taste shifts that create a window of opportunity. The slide cites low interest rates, concentrated incumbents, mobile and cloud adoption, explosive data availability and a young, digitally native population — all tailored to Brazil but framed in a way that shows a durable market opening.

This is effective because it ties the startup's plan to broader, verifiable trends rather than optimistic assumptions. Founders should follow this model by tying their product to multiple independent tailwinds and quantifying them where possible; it strengthens the narrative and helps investors understand timing sensitivity.

The business model slide presents a pragmatic revenue mix: most volume comes from installment interest (70-80%), with revolving interest and service fees contributing additional streams. The use of a table to show revenue source, type, portfolio percentage and price makes unit economics and pricing intentions explicit. The slide also notes a strategic choice not to compete on price initially, indicating a focus on customer acquisition and product/experience.

Founders should take from this the value of clarity on monetization early in the deck. Even if numbers are approximations, showing where revenue will come from and the levers you can pull (pricing, mix) gives investors something concrete to underwrite and stress-test.

The inception slide is an operational ask: raising $2M to recruit an engineering team, build front-end and back-end architecture, develop credit models, and set up legal/securitization. This transitions the deck from strategy to execution and clarifies what the seed capital buys. It signals the founders understand the concrete milestones needed to de-risk the business.

Investors want to see that funding requests map to deliverables with measurable outputs. Founders should mirror this: link the raise to specific hires, development milestones and regulatory/legal steps. That creates accountability and makes follow-on financing or valuation growth more credible.