vc-strategy
VC Strategy
Answer the founder's actual financing or positioning question with evidence and explicit assumptions. Use only the relevant branch; a one-liner, valuation question, or term-sheet clause does not require an entire fundraising memo.
| Question | Reference |
|---|---|
| Whether/when VC fits | references/what-vcs-evaluate.md |
| Narrative or value proposition | references/narrative-playbook.md |
| Amount, runway, milestones, dilution | references/round-design.md |
| Instrument or term sheet | references/deal-terms.md |
| Current market comparison | references/stage-benchmarks.md |
| Devtools/AI-infra positioning | references/devtools-positioning.md |
Read matching sections and reuse known company facts. Current financial/legal guidance and market claims require authoritative, current sources; bundled numbers retain their dates and limitations. Fund-return, ownership, readiness, and sizing rubrics are diagnostic tools, not fixed approval thresholds.
For a full round design, connect cash/burn, credible milestones, timing, alternatives, and dilution. Model every existing SAFE when conversion or cap-table outcomes are in scope. Cross-check estimates where assumptions differ; do not force three methods to converge within an arbitrary percentage. Compare scenarios when they illuminate a real tradeoff.
Keep economics separate from control rights, state risks and uncertainty, and use qualified legal review for binding instrument/term decisions. Do not fabricate traction, accepted valuation, investor appetite, or expected returns. Recommend non-VC alternatives when the company's needs fit them better.