1. Explain the proposition in ordinary language
Start with the customer, the problem or opportunity, the offer and the way the business earns money. Include its present stage: an idea under investigation, a trading business or an established operation planning its next move. Someone reading the first paragraph should understand what they are being invited to discuss.
For a land or development proposition, explain the asset, the location, the intended use and who has authority to discuss it. A request to buy land is different from an invitation to finance a development. State the outcome you are seeking instead of making the reader infer it from a presentation.
2. Keep results, forecasts and assumptions distinct
Label historical results with the period and source. Mark projected figures as projections and explain the assumptions driving them. Customer interviews, trial orders, repeat purchases and signed agreements are different kinds of evidence; describe each accurately.
Keep an evidence register with the claim, its source, when it was checked and any limitation. If an assumption changes, update both the forecast and the story that relies on it. This makes it easier to explain the reasoning behind a number and to acknowledge what is still unknown.
3. Connect the funding request to a next stage
List the work to be done, expected costs, timing and intended milestones before settling on a headline amount. Clarify whether the discussion concerns investment, financing, an asset purchase or a partnership. The structure and terms need to be considered separately with appropriate advisers.
An illustrative bakery expansion might involve equipment, fitting out a preparation area and a working-capital allowance. Its preparation should explain those components and the delivery capacity they support. Merely saying “we want money to grow” leaves the operational case unexplained. This example is a planning exercise, not a recommended amount or funding arrangement.
4. Assemble a useful pack and choose disclosures
Bring the business plan, relevant results, projection assumptions and supporting evidence into an organized pack. Prepare a short list of unresolved questions. Use consistent names and dates so a reader can follow the relationship between the proposition, the plan and the numbers.
Decide what is suitable for public discovery and what should be discussed privately. Personal contact details, customer information and confidential agreements may need different handling from a public summary. On WealthBridge, the owner selects the supported sections and document text to disclose before publication review; a private Catalyst handoff does not publish them automatically.
5. Use the meeting to agree the next investigation
Finish the conversation with specific next steps: which information is needed, who will provide it and when the parties will review it. Record both questions and objections. A good discussion can reveal that a different timetable, partner or business milestone should come first.
Catalyst helps you develop the proposition and supporting work. Your Next 90 Days helps carry the plan into action. WealthBridge offers a discovery and enquiry route when a reviewed opportunity is ready to be shared. These tools support preparation and connections; an investment or sale requires a separate decision and process.
Your worksheet
Copy these prompts into your own notes, or download the editable text version. No sign-up required.
- Proposition in two sentences:
- Business or asset stage:
- Customer and evidence of demand:
- Historical results, period and source:
- Forecast assumptions and uncertainties:
- Desired outcome: investment, financing, sale or partnership:
- Proposed use of funds or partner contribution:
- Milestones and timing:
- Documents ready for review:
- Information suitable for public disclosure:
- Information to discuss privately:
- Questions and next actions after the conversation:
Further reading
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