How-to guides
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Practical, step-by-step guides to pitch decks, consulting proposals, CVs, business reports and one-pagers, with example prompts you can use today.
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How to build a
pitch deck
The hard part of a pitch deck is not the design. It is the story. Investors decide whether to take the next meeting in the first three slides. That means the problem framing, the insight, and the traction signal have to land immediately. No amount of polished layout fixes a thin narrative.
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consulting proposal
A consulting proposal is a sales document that has to read like a delivery plan. The client needs to see that you understood the brief, that you have a credible approach, and that the fee is proportionate to the outcome. Most proposals fail because they are either too generic or too long.
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CV / resume
A CV does one job: get you the interview. Recruiters spend seconds on each application. Your experience has to be visible immediately, the role fit has to be obvious, and the format has to survive an ATS scan. Most people spend too long on formatting and not enough on the substance of what each role actually produced.
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business report
A business report has one job: give the reader the information they need to make a decision. That means the conclusion has to come first, the supporting evidence has to be organised by argument not by chronology, and the format has to match the reader's expectations. Most reports fail because they are written in the order the analysis was done, not in the order the reader needs it.
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one-pager
A one-pager works because it commits to one idea. The moment it tries to carry two messages, it carries neither. Before you write a word or open any tool, decide the single thing the reader should know or do when they put it down. Every element on the page supports that one thing or it does not belong.
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investor update
An investor update is not a pitch. You already have these investors. The job is to keep them informed, keep their trust, and make it easy for them to help. That means being honest about what went wrong, precise about the numbers, and specific about what you need. A monthly or quarterly rhythm matters more than polish: investors back founders who report consistently, in good months and bad.
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board report
A board report is written for a governance audience, not an operational one. Directors are not in the business day to day. They need to see performance against plan, understand the material risks, and know exactly what decisions are being asked of them. Their time is short and their attention is expensive, so the report has to be tighter and more decision-oriented than an internal management report.
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real estate exposé
A property exposé sells a viewing, not the property. Its job is to get the right buyer to book an appointment and to filter out the wrong ones before they waste anyone's time. That means the first photo and the key facts have to do most of the work: buyers decide in seconds whether a listing is worth their attention, and price, size, location, and condition are what they decide on.
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