Securing Investors: The Metrics and Storytelling That Earn Capital
When founders reach out to me about securing investors, most come equipped with a product they believe in and a mission that drives them. These matter, but when you’re in the room with an angel or VC for fundraising, vision only gets you so far. Investors want proof you understand your numbers and know how to steer your business through growth without losing sight of the essentials.
I’ve watched founders with magnetic passion falter when questions turned to their cost of goods sold or their burn rate. I’ve also seen less polished but deeply prepared operators leave with signed checks because they shared the story behind their margins and answered every follow-up question from investors with concrete logic.
These are common roadblocks, and they’re easily fixed with the right knowledge and plenty of prep. I’ll walk you through exactly what to do. In this article, you’ll learn:
Which financial metrics matter most to CPG investors so you know where to focus your prep
The questions you can expect in nearly every investor meeting, including the ones that catch most founders off guard
Ready? Let’s break down the CPG pitch deck tips that separate passionate founders from capital-ready operators.
Know These Numbers Cold: What Investors Actually Want to See
Investors fund winery and CPG founders who communicate their financials clearly and show deep command of their business’ engine room — what Edible Alpha calls “fluency in the numbers that matter most.” When you’re raising capital, you need to speak to each metric’s meaning, reveal what it signals about your brand’s trajectory, and demonstrate your strategy for improvement.
Before you step into any investor call, make sure you’re fluent in these investor pitch metrics.
Gross Margin/COGS%
The first number I ask any founder is their gross margin. Not a guess, but an actual, detailed figure. Can you break down your COGS by ingredient, co-packing, packaging, and freight? If margins are slim, that’s normal. What investors want to hear is your plan. Are you negotiating with suppliers, pursuing volume-based discounts, or reworking packaging to free up cash?
Sales Velocity for CPG in Key Channels
It’s not enough to say, “We’re in 30 stores.” What matters is sales velocity — how many units per SKU per store per week. That’s what tells an investor if the product is moving or just taking up shelf space. If you’re hitting 10 units weekly in five local stores, highlight what’s working in those accounts and how you’ll replicate that elsewhere. And remember, that’s stronger than doing 2 units at 30.
Revenue Run Rate and Growth
If your monthly DTC revenue grew from $4K to $8K in 3 months, that’s something to work with. If you're flat, you need to explain why — and what you’re changing. Top-line sales are important, but growth rate is even more telling. Can you describe how your revenue is trending month to month?
If you’ve doubled DTC sales in a quarter, walk through what changed to make that possible. If revenue is holding steady, outline the reasons, whether it’s supply chain bottlenecks, distribution gaps, or an intentional pause to reset operations. Show investors you see every blip in your own data and can connect it to actions on the ground.
Customer Acquisition Cost (CAC) and Lifetime Value (LTV)
Even if your CAC and LTV are still early-stage estimates, be transparent. Say, “Our CAC right now is $16, and our LTV is trending toward $50 over two purchases.” That’s a foundation investors can build on. If you’re still building your attribution model, show the steps you're taking to get that data.
Cash Burn and Runway
Every founder needs to know their monthly burn rate and exactly how many months of cash remain at their current pace. Go deeper: Which costs are fixed? Where can you flex or delay spending if needed? If you’re burning $22,000 a month with 5 months of runway, bring that to the conversation early. Then, map out how new capital will change the picture. The clarity you bring to your cost structure sets the tone for everything else.
6- to 12-Month Sales Forecast
Investors want forecasts grounded in reality, with clear links to today’s velocity, confirmed launches, and planned promotions. Walk through your logic, citing four or more key variables that drive your forecast, whether it’s seasonality, new retail partners, category trends, or promotional lifts.
Capital Ask and Use of Funds
Please don’t say, “We’re raising $500K to scale.” Do say, “We’re raising $500K to increase production capacity, secure our next round of packaging, and expand from 15 doors to 50 over the next 9 months.” That level of detail shows you’re thinking like an operator instead of a dreamer.
Imagine you’re running a low-sugar dried fruit brand in 10 regional stores. You’re moving eight units per SKU each week, bringing in $12K a month, and holding a 38% gross margin. Your CAC sits at $14, but you’re piloting a referral program and negotiating new co-packing terms to drive LTV and margin higher. You need $400K — not for “marketing,” but to secure Whole Foods Southwest distribution, hire an ops coordinator, test new packaging, and build inventory for next quarter’s launches.
Storytelling for Start-Up Funding That Complements the Data
Data earns credibility. Story earns belief. The most effective investor pitches for CPG brands blend the two, without resorting to fluff.
I always tell founders this. Your story isn’t your brand voice or your marketing copy; it’s the “why” behind your numbers. If you tell it right, it gives your metrics meaning. I structure it like this with founders:
Why you built it: Not a hero’s journey. Just the spark. “I started this cold brew brand because I was sick of overly sweet, syrupy options in the grab-and-go case.”
Who it’s for: “Our customer is someone who shops Whole Foods, reads ingredient panels, does Pilates, and drinks 2+ cups of coffee daily.”
What’s working: “We launched in 15 stores last quarter, and we’re seeing 11 units/SKU/week. Our DTC return rate is 22%.”
Why you’re raising: “We’re ready to expand, but our cash cycle can’t support the reorders. We need $250K to buy packaging, lock in supply, and hire a fractional wholesale lead.”
Good storytelling adds context and frames progress. If your margin is still under 30%, say: “We're improving that through co-packer renegotiation and shifting to a stock bottle to reduce packaging cost by $0.17/unit.”
Be Ready for These Investor Questions
Investor meetings are less about the pitch and more about the questions that follow. If you haven’t practiced answering the hard ones out loud, you’re not ready yet.
What are your unit economics, and how do they compare to the category?
Walk through what it really costs to make, move, and sell your product. Maybe your ingredient costs are higher because you’re using something premium. Perhaps your gross margin lags the category, but you’re on the verge of a packaging switch or supplier renegotiation. If there’s a gap, name it. Then, share the levers you’re working on — whether that’s reworking your pack size or dialing in your logistics.
How much will you sell over the next 6–12 months?
Start with your actual sales velocity, add any confirmed retail launches, and factor in seasonality if your product is affected. If you’re being conservative, explain why.
What will this funding allow you to do?
Skip the vague promises, and pinpoint what will actually change once the check clears. Will you finally move production in-house, roll out a new package that retailers have been requesting, or enter four key regions that have been off-limits until now?
How will you improve your margin?
Talk about supplier negotiations you’ve started, not just ones you’ve imagined. If you’re switching up packaging, break down the per-unit savings. Maybe you’re streamlining SKUs to free up working capital, or piloting a regional warehouse to cut freight.
What’s your biggest risk right now?
Don’t dodge. Own it. Then, share what you’re doing to mitigate it. “We’re still dependent on one co-packer, but we’re onboarding a backup now.”
Want help getting through these? Our financial services include investor readiness prep so you’re not walking into meetings alone.
Fundraising Materials That Show You’re Serious
Here’s your fundraising for CPG brands checklist:
Pitch deck: 10-15 slides max pitch deck with no jargon, just product, team, traction, metrics, ask, and roadmap
Financial model: Revenue, COGS, margin trajectory, burn, and assumptions
One-page memo: Clear, sharp, and visual
Data room: Velocity data, retailer POS, photos, specs, and your deck and model as a Google Doc
If you don’t have this yet, our operations strategy team can help you pull it together.
Capital Doesn’t Reward Vision — It Rewards Clarity
Securing investors means stepping into a new version of yourself that knows your numbers and can tell a true, strategic story about where your brand is going next.
Reach out to BBG and we’ll help you refine your pitch, sharpen your model, build a narrative that reflects your traction, and show up like someone investors can believe in.
