Playing Offence vs Defense in Your Pitch

You can think of a pitch like a game where the goal is to help the investor see the future the way you see it.

At the start, the investor either has no clear future in mind, or a different one entirely. You score if they end up believing — or even just start to — in your version of what’s likely to happen for this field or company.

Now, as you play that game, sometimes the ball moves forward. These are the moments when your pitch pulls the listener closer to your vision. In that sense, they’re offensive plays.

Other times, the ball gets pushed back toward your side of the field. That happens when doubt or objections appear — that’s when you have to play defense.

What’s interesting is that many founders mistake this game of belief for a game of logic. And as a result, they’re often the ones kicking the ball backward — undermining their own momentum before a single question was even asked.

A few common examples:

• Competition slide
 If no one asked, and you suddenly show a grid of competitors, you might think you’re strengthening your case or checking a box.
But the signal it sends is: “There are plenty of companies doing what we do.”
It chips away at the uniqueness you built earlier.


  
  

• Proof-heavy pitches
 Founders often spend most of the presentation on proof — data, validations, results — thinking it cements credibility.
But the signal is: “There’s a substantial reason to doubt this.”
Too much proof reads as overcompensation.


  
  

• Over-explaining the moat
 Founders try to show how defensible their model is — for example, explaining in the pitch why enterprise clients couldn’t do it themselves.
But the signal is: “That possibility exists, and we’re nervous about it.”
Instead of reinforcing strength, it exposes anxiety.

These are all examples of your own team kicking the ball backward when no one asked you to - because you don’t realize that this is a game of belief, not logic.

Of course, sometimes you need to play defense. It’s important to come prepared — just keep those defensive slides in your back pocket for when you’re actually challenged.
During the main presentation, the key is to stay aware of how every slide affects belief.

If your goal is to lead the investor to share your vision, don’t let fear sneak in and make you defend things that weren’t even attacked. 


Every piece of content should move the ball closer to belief. Not back toward doubt.