01 · DECISIONExecutive capital decision
01 / CAPITAL OBJECTIVE
What must this raise make possible?
Separate the amount you want from the milestone the capital must purchase.
02 / RAISE ECONOMICS
What does the capital cost—and what does it buy?
Model dilution, runway, use of funds, and the relationship between today’s business and the proposed ask.
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$
$
$
$
%
%
mo.
Product / technology
%
Go-to-market
%
Team / operations
%
Reserve / other
%
03 / INVESTOR EVIDENCE
What can investors independently believe?
Rate demonstrated evidence—not what the deck promises will become true.
04 / PROCESS & ACCESS
Can the company run a fundable process?
A strong company can still run a weak raise. Assess access, ownership, materials, timing, and decision discipline.
hrs.
05 / WEEKLY RAISE OPERATING ROOM
Run the process—not just the pitch.
One source of truth for investor movement, next actions, objections, diligence, runway, and lead probability.
Active investors0In the live process
Partner meetings0Conviction-building stage
Lead probability0%Probability-weighted
Overdue actions0Momentum at risk
| Investor | Stage | Check | Lead probability | Next action | Due | Primary objection / signal |
|---|
Weekly raise meeting
Review movement and decisions—not a chronological activity report.
Review history
Diligence control room
Every request needs an owner and visible completion status.
Command-center coaching
FELDMAN ADVISORY
RAISE READINESS ENGINE · CAPITAL BLUEPRINT
CAPITAL BLUEPRINT GENERATED
Readiness
Modeled dilution
Post-close runway
Primary constraint
02 · EXECUTIVE COACHINGSignal → evidence → judgment → action
03 · CAPITAL ECONOMICSRaise scenarios
| Scenario | Capital | Dilution | Net proceeds | Runway |
|---|
04 · PROOFInvestor evidence
05 · FAILURE MODEPrimary constraint