The cover slide is visually minimal: a large Revolut logo with the subtitle "personal money cloud" and the founder's contact details. It sets tone and credibility immediately — the brand positioning (money in the cloud) is short and evocative, and including the founder contact on the cover invites direct follow-up and signals confidence.

This is effective because it avoids clutter and communicates identity and ownership at a glance. For seed founders, a strong cover that doubles as a business card helps when decks are shared or viewed quickly; keep it simple, on-brand, and include at least one clear contact or call-to-action.

Slide 2 states the problem plainly: "Spending and sending money abroad sucks," then breaks it into three emotional pain points — expensive, inconvenient, sneaky — with familiar brand imagery (Travelex, Western Union, credit cards). This combination of a blunt headline plus visual archetypes quickly makes the issue relatable to anyone who travels or sends money internationally.

Founders should emulate this clarity: lead with a short, memorable statement of customer pain, then back it up with familiar examples and emotional labels. Doing so primes investors to understand why the solution matters and creates a straightforward thread to demonstrate how your product solves each pain point.

The market slide (Slide 3) quantifies the opportunity with three simple circles: $1.4T cross-currency transactions, $60B lost to fees/spreads, and 1.5B travelers/expats — then narrows to the UK initial target ($3B market and 60M travelers). This structure moves from global TAM to a specific, credible beachhead, which helps justify early traction plans and the ask.

Founders should mirror this approach: present a big-picture number to show upside, then show a realistic initial target market where you can enter and scale. Highlighting the money lost to incumbent inefficiencies (fees/spreads) is especially persuasive for fintechs because it ties user pain to concrete economic value.

Slides 4 and 5 (Solution and Business Model) focus heavily on product flow: exchange, send, spend — each illustrated with phone screenshots — and then show the freemium/viral pricing tiers. The product is shown doing the exact things the problem described, closing the loop between pain and remedy. The UI screenshots make the solution tangible and help investors picture user experience and onboarding.

The second slide ties product to monetization: free exchange up to a threshold, invites to increase limits, and paid tiers. That alignment (simple product + clear monetization mechanics) is a model for early-stage decks: show how users experience value and how the company can capture value without confusing or numerous revenue lines.

The marketing slide outlines a layered GTM: target early adopters in startup communities (London Tech City), events, partnerships (Booking, Expedia, Kayak), and viral hacks. This demonstrates a thoughtful, low-cost acquisition strategy leveraging partnerships and communities where frequent travelers congregate. The emphasis on specific channels and early communities signals that growth is deliberate, not accidental.

Effective GTM sections in seed decks should specify target segments, concrete channels, and partnerships that can move the needle early. Revolut’s deck does this by naming partners and communities rather than vague marketing platitudes, which improves credibility and suggests measurable KPIs for traction.

The traction slide highlights 4.8k pre-product subscribers in one month, nine deals including MasterCard for implementation, and a Finovate finalist spot. These are high-signal early metrics: signups, strategic technology/partner deals, and industry recognition. They don’t overclaim but provide concrete indicators that product-market fit is emerging and that partners take the solution seriously.

For founders, show a mix of user demand metrics (users/subscribers), business development progress (partners/deals), and third-party validation (competitions, press) to build credibility. Investors look for evidence that other stakeholders — users, partners, and industry peers — see value in the product.

The projections and ask slide says "We need £1.5m to make it happen" and includes a financial summary; the use-of-funds slide breaks down hires (3 developers, designer, marketer), funding the freemium model to 60k MAUs, and preparing for Series A. This is effective because the ask maps directly to milestones and resources — hires and marketing — and ties expenditure to a clear growth target (60k MAU), making it easier for investors to assess runway and dilution.

Seed-era asks should be specific, linked to milestones, and show how the capital will derisk the next funding round. Revolut’s deck demonstrates this: a modest amount, a clear hiring plan, a user target, and a stated Series A preparation goal provide a sensible roadmap that investors can evaluate.