Create a prospect-specific sales pitch deck for [PROSPECT COMPANY AND AUDIENCE] about [OFFER]. The deck’s purpose is to secure [DESIRED NEXT STEP], not to explain everything about my company. Use only the facts, discovery notes, proof points, and pricing guidance in [DISCOVERY AND EVIDENCE]. My company context is [SELLER CONTEXT]. Ask up to three questions only if a required input is missing. First, identify the prospect’s likely decision criteria, current-state cost or risk, stakeholders, and objections from the supplied notes. Separate verified facts from reasonable hypotheses; label hypotheses as questions to validate, never as claims. Create a 9-12-slide deck outline. For every slide, provide: slide title, one-sentence job of the slide, 3-5 concise on-slide bullets or visual direction, and speaker notes of 40-70 words.
Use this sequence when supported: 1) decision and meeting objective; 2) prospect context; 3) current problem and cost of inaction; 4) desired future state; 5) recommended approach; 6) how the offer works; 7) relevant proof or case example; 8) implementation plan and responsibilities; 9) commercial framing; 10) risks and mitigations; 11) decision, owners, and next step. Omit or combine slides that have no evidence. Make claims specific: distinguish time saved from money saved, stated customer results from projections, and capabilities from outcomes. Avoid market-size filler, generic company history, feature inventories, fabricated ROI, unnamed logos, and competitor claims without evidence. Before answering, check that each slide advances the next-step decision and that every quantified claim has a source in my inputs. End with a “Proof or validation still needed” list.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [PROSPECT COMPANY AND AUDIENCE] | Enter the prospect, the people in the meeting, and their likely roles. | Harborline Logistics; meeting with COO Dana Ruiz, VP Operations, and Director of IT. |
| [OFFER] | Describe the product or service you are proposing. | A workflow platform that routes exception shipments and gives dispatchers a shared resolution queue. |
| [DESIRED NEXT STEP] | State the specific commitment you want after the presentation. | Agreement to a 30-day paid pilot at Harborline’s Newark terminal. |
| [DISCOVERY AND EVIDENCE] | Paste discovery notes, approved proof points, case results, pricing guardrails, and known objections. | Dana said dispatchers use email, calls, and a spreadsheet for 300-400 weekly shipment exceptions. Delays often wait for handoffs. Pilot price range approved: $18,000-$25,000. Customer case: Riverton Freight reduced average exception resolution time 31% in 10 weeks; implementation required two IT integrations. |
| [SELLER CONTEXT] | Describe your company, delivery model, and any relevant constraints. | RouteLayer is a 22-person SaaS company. We provide implementation support and integrate with common TMS tools; no claim of guaranteed savings is approved. |
How to use
- Paste actual discovery notes, including objections and the decision process, rather than relying on company research alone.
- Replace any proposed metric with an approved case result, source, or clearly labeled estimate.
- Turn the outline into slides only after agreeing on the single next-step ask.
- Follow up with: “Create speaker notes for slide [NUMBER] that address [STAKEHOLDER]’s likely objection without adding claims.”
Variations
Investor deck
Use this for an investor meeting rather than a sales presentation.
Outline a 10-slide investor pitch deck for [COMPANY] using [TRACTION AND FINANCIAL FACTS] and [FUNDRAISING CONTEXT]. Cover problem, solution, market definition, business model, traction, go-to-market, competition, team, financial use of funds, and raise. Distinguish historical results, management forecasts, and assumptions. State the amount being raised and the milestone it funds. Do not invent market data, customer logos, revenue, or founder credentials. For each slide, give a title, on-slide content, and speaker notes. Flag unsupported diligence questions at the end.
Renewal deck
Use this for an existing customer’s renewal or expansion discussion.
Create an 8-10-slide renewal business-review deck for [CUSTOMER] using [ACCOUNT DATA] and [RENEWAL ASK]. Start with their stated goals, then show adoption, outcomes, unresolved gaps, and the plan for the next period. Separate product usage from proven business impact. Include a renewal recommendation, commercial terms only as supplied, and named customer and vendor actions. Do not claim ROI without baseline evidence. Output slide titles, content, and speaker notes, then flag risks that could block renewal.
Workshop deck
Use this to facilitate a discovery or alignment session.
Design a 7-9-slide workshop deck for [PARTICIPANTS] to decide [WORKSHOP DECISION], using [BACKGROUND]. Include a clear working agreement, current-state evidence, assumptions to test, two or three decision options, exercises with time boxes, and a final action register. Do not present hypotheses as settled facts. For each slide, state the facilitation instruction and expected participant output. End with the exact decisions, owners, and due dates to capture during the session.
Tips
- A sales deck should answer the buyer’s decision question, not reproduce your website navigation.
- Use a customer case only when the starting conditions are comparable; otherwise state what is similar and what still needs validation.
- Put commercial terms after the delivery path and risk discussion, so the buyer can assess what they are buying.
- If several stakeholders attend, name the decision criterion each slide serves: operational burden, technical fit, financial risk, or implementation ownership.
FAQ
How long should a sales pitch deck be?
For a first decision meeting, 9-12 slides is usually enough. Keep detailed architecture, security, and case material in an appendix for questions.
Can AI calculate ROI for the deck?
It can model a scenario from supplied assumptions, but label it as a scenario and show the inputs. Do not present a model as an observed customer outcome.
Should I include competitor comparisons?
Only if you can support the comparison with current, approved evidence. A buyer’s stated alternatives are often more useful than an unsupported feature grid.