20 tested prompts across 4 stages. Works with ChatGPT, Claude, and Gemini.

Most people try to use AI for Claude for Pitch Decks with a single vague prompt and get generic results. This guide takes a different approach: 4 targeted stages, from Narrative and Story through Stress-Testing and Q&A Prep, each with a prompt that gives the AI exactly the context it needs. Build a compelling investor pitch deck using Claude to find the narrative, write each slide, and stress-test your story before every meeting. Works with ChatGPT, Claude, and Gemini.
Stage 1
Use Claude to find the story your deck needs to tell before writing a single slide.
Develop narrative arc
Help me develop the narrative arc for my investor pitch. Company: [DESCRIBE]. What is the core story and what is the logical sequence: problem, insight, solution, market, traction, team, vision?
Single most compelling
What is the single most compelling opening for my pitch? Here is what we do: [DESCRIBE]. Give me 5 different opening hooks and explain why each would or would not work for [INVESTOR TYPE].
Why now"
What is the "why now" for my company: [DESCRIBE MARKET/PRODUCT]? What structural shift in the world (technology, behavior, regulation) makes this the right moment that was not true 3 years ago?
What slide order
What slide order makes the most sense for my deck at the [SEED/SERIES A] stage: [DESCRIBE COMPANY]? Walk me through the standard investor pitch structure and explain why each position matters.
Write one-sentence
Write a one-sentence, one-paragraph, and one-minute version of our company description targeting a skeptical Series A investor who is hearing about us for the first time.
Stage 2
Use Claude to write tight, investor-focused content for each section of the deck.
Write problem slide
Write the problem slide for my pitch deck. The problem: [DESCRIBE]. Make it visceral and quantified. Show the scale, who suffers, and why every existing solution fails in a critical way.
Write solution slide
Write the solution slide for my pitch. Our product: [DESCRIBE]. Lead with the core insight that makes our approach work. Avoid feature listing. Show the mechanism, not just the outcome.
Write market opportunity slide
Write the market opportunity slide. Describe our market size using a specific, defensible methodology. Explain TAM, SAM, and SOM with the logic behind each estimate, not a large round number.
Write traction slide
Write the traction slide for [COMPANY] based on: [PASTE METRICS]. Lead with the single most impressive number. Show the rate of growth, not just the current state.
Write business model slide
Write the business model slide for [COMPANY]. Cover: what we charge, who pays, unit economics at scale, and why customers will continue paying over time.
Stage 3
Three slides that investors scrutinize hardest. Use Claude to make them as strong as possible.
Write team slide narrative
Write the team slide narrative for [COMPANY]. Founders: [DESCRIBE BACKGROUNDS AND RELEVANT EXPERIENCE]. What is the unfair advantage this specific team has to win in this specific market?
Write competitive landscape slide
Write the competitive landscape slide. Competitors: [LIST]. Show differentiation in a way that is honest about where we are weaker while making our positioning choice clear and defensible.
Write funding ask slide
Write the funding ask slide for our [ROUND]. We are raising [AMOUNT] to achieve [MILESTONES] by [DATE]. How do I frame use of funds and milestones to show a clear path to the next financing event?
What does
What does an investor at [STAGE] most want to see answered in a deck for [TYPE OF BUSINESS]? Identify the 3 questions I am implicitly answering with my deck and confirm I am answering them clearly.
Write vision slide
Write a vision slide. Where will [COMPANY] be in 5-10 years if the plan works? Frame it as the change we will create in the world, not as revenue targets.
Stage 4
Use Claude as a skeptical investor to find the holes before you are in the room.
Skeptical Series
You are a skeptical Series A investor. Read this slide content and give me your honest reaction: what is compelling, what raises flags, and what questions you would ask: [PASTE SLIDES].
Are the 10 hardest
What are the 10 hardest questions an investor will ask me about [TYPE OF BUSINESS]? For each, give me the framework I should use to answer confidently and honestly.
Deck makes this
My deck makes this claim: [SPECIFIC CLAIM]. What evidence, data, or proof would an investor need to believe this rather than dismiss it as founder optimism?
Practicing pitch
I am practicing my pitch and got this investor feedback: "[PASTE FEEDBACK]". What does this actually mean and how should I change the deck or my delivery to address it?
Most common mistakes
What are the 3 most common mistakes founders make in pitch decks for [TYPE OF BUSINESS] at the [SEED/SERIES A] stage? Check my deck against each: [DESCRIBE KEY SECTIONS].
Claude is strong at pitch decks because it reasons carefully about narrative logic and strategic positioning. It is particularly useful for stress-testing your story, not just writing it. The combination of writing and critical analysis makes it valuable for the full deck-building process.
The Sequoia Capital and Y Combinator formats both work well. Tell Claude your stage, business type, and which format you want. Claude can also adapt the structure based on what is most important for your specific fundraising context.
Ask Claude to play the role of a skeptical investor for your specific stage and business type. Generate the 10-15 hardest questions, then work through your answers. Claude also identifies the questions embedded in your deck that you are implicitly promising to answer.
Yes. Start by asking Claude to identify the "why now" and the single most compelling opening hook. The narrative improves dramatically when it starts from emotional resonance (the problem and stakes) rather than product description.
Plan for at least 3 passes: first draft, narrative review, and then a stress-test round where Claude plays skeptical investor. Each pass improves a different dimension of the deck.
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