The Belief Before Logic Manifesto

Most deep-tech founders think they don’t get the response they want because investors don't understand the technology, their slides aren't polished enough, or they need more proof points.
But that’s not why.

I first saw what’s really going on early in my career as an architect specializing in design competitions.

Most business decisions happen in a competitive context, but this is usually hidden. In venture capital, for example, founders don’t see how other startups pitch to the same investor.
A design competition is different – it makes the whole process visible.

What you quickly notice is that most proposals are high quality and meet the brief. The real question becomes: how does one get picked?

There are really two problems:

The stated problem - the one laid out in the brief. That’s the one competitors focus on in their pitch, trying to prove their solution fits.


And then there’s the real problem the client is facing - how to choose one design among many that all meet the brief.

Because the second problem is unspoken, most ignore it – yet it’s the more important one. Since no one can compare every detail, the mind relies on other ways to decide.

When I began working with startups, I saw the same pattern. Founders think investors are asking:
“How can I be sure this startup will deliver?”


But the real question is:
“How do I pick one of twenty startups that all clear the bar?”

This isn’t a small difference – these problems fall into different mental categories.


Two Systems of the Mind

Psychologists describe them as two systems by which the mind operates, made famous by Daniel Kahneman in Thinking, Fast and Slow:

• Slow thinking – logical, deliberate, methodical. We use it to reason carefully, and make an objective assessment. But it’s costly, so the brain uses it sparingly.


• Fast thinking – automatic, intuitive and effortless. 
It’s like our autopilot; this system drives most decisions and, while imperfect, works well enough.
It relies on shortcuts: impressions, memory and emotion - not logic. It makes snap judgments about whether something deserves more of our costly attention.

By default, the autopilot runs the show - life is too complex to slow-think through. The intuitions are good enough. The slow system only kicks in when something forces it to.

In pitching, the autopilot is the one solving the selection problem for us. It makes the first intuitive choice - what feels right, what stands out. Only after that does the slow system step in to analyze and justify the decision, checking whether the problem and solution really align.



Understanding this division explains why so many pitches fall flat - and how to design one that works.

How to Appeal to the Autopilot?

In pitching, as long as the story flows smoothly, the autopilot stays engaged. Its default mode is to believe – because believing is cheaper. But if the message gets too complex or unclear, the autopilot flashes red. The slow system takes over, and now the belief is questioned.

You see the same thing in film. We can accept a world of talking animals without hesitation – that’s autopilot belief.
What snaps us out isn’t lack of logic, but emotional incoherence – when a character does something that “doesn’t feel right.” Suddenly our rational mind wakes up, and belief is being examined.
On the other hand, a well-executed surprise can deepen belief, drawing in the rational mind in a reinforcing way.

The takeaway is counterintuitive:


In complex real-world decisions, we don’t rely on logic to form belief. 
It’s the other way around.

Belief comes first, logic follows.

My Philosophy: Optimize for Belief

Deep-tech founders often struggle because they confuse these two problems – and the systems behind them.
In their comfort zone of slow thinking, they optimize for logic: piling on data, evidence, and claims.
When that fails, they reshuffle facts or add more evidence – frustrated and discouraged.
They don’t realize they’re aiming at the wrong system, shouting at the part of the brain that doesn’t decide.

You need a mental shift.

Instead of assuming you start with a no and must build belief from scratch, understand that the default is yes.
The autopilot begins on green. It only flips red when your message creates doubt through complexity or incoherence. Communicate like a human, not like a lawyer:

• Ideas before facts.

• Story before data.

• Emotion before proof.

• Interest before accuracy.

When done right, it feels like sharing, not convincing.

As hard as it is, you have to loosen your grip on logic.
Win belief first, and the logic will follow.