A lot of founders (myself included) tend to overinvest in perfecting the pitch, and underprepare for what comes after.
But most investors make their real decisions during Q&A. Not in the slide deck. Not in the pitch theater. It’s what happens when they start asking hard questions that really matter.
I’ve learned this the long way, and I see it a lot in the early-stage teams we work with at OrbiQ.
Investor questions aren’t meant to stump you. They’re signals of curiosity, ways to test how you think, how you adapt, and how you lead when the map no longer matches the terrain.
Two tools that have helped me and the teams I support:
- A set of 20 core questions — covering market, product, business model, team, and financials. Knowing how to respond calmly and clearly matters more than getting it “right.”
- Response frameworks like STAR or PARA — not for rehearsed answers, but to stay anchored under pressure.
What’s made the biggest difference is how we practice objections, not just to deflect them, but to understand them. Listening fully, validating concerns, responding with data, and inviting honest dialogue.
One example that’s stuck with me: saying “we have no competitors” almost always backfires. It sounds like a gap in research, not confidence. A more grounded version might be: “There are players in adjacent spaces, but here’s how we’re approaching the problem differently.”
Here’s what I try to remember:
Your pitch starts the conversation. Your Q&A builds the relationship.
It’s okay not to have every answer. What matters more is showing that you’ve thought deeply, and that you’re open to learning more.
If you’d find it useful, I’m happy to share a prep checklist or some formats we use at OrbiQ. Just reach out.
