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Your pitch is great, but can you answer the follow-up questions?

Your pitch is great, but can you answer the follow-up questions?

The applause from the audience gave your ego a big boost and it’s now down to the judges to ask their questions and to decide whether you win.

The odds are that eight times out of 10, you will fail. The problem is that simply knowing your slides isn’t enough; you must learn and be able to answer the questions that judges most often ask.

Knowing the questions isn’t a matter of guessing because they’re actually often the same. Yes, ‘expert judges’ are often lemmings repeating the same list of questions (in their defence, they can’t be expected to know everything about everything – that’s what you’re there for). I should know, I’ve sat on the judging panel of dozens of pitch events, watching startups who clearly knew their business but failed to impress, unprepared for the questions that followed.

Determined to change all that, I launched The Fundraising Bootcamp, a four-day, action-packed programme with the aim of helping a cohort of startups from around Europe and make them knowledgeable, pitch-perfect and ready to raise follow-on investment (to simplify, from £400k – £5m).

If you’re wondering how to game the judges, here are my top five recommendations:

1. Your answers must be short, simply worded, jargon-free and always contain a number (yes, always). Remember that 80% of the investor decision is made based on you: how you speak, interact, engage with them; so be somebody they like to spend time with, take the joke, roll with the punches, ignore the idiots, and be brutally honest. “We don’t have that number nailed down yet, but it’s between X and Y so far”, “we’re sorely missing that key hire in the team, and that’s the first job I have post-funding”, “I don’t know yet, but I can get back to you with it tomorrow” etc are all valid replies and make you trustworthy.

2. Watch Demo Day videos to find the questions you’re most likely to be asked and learn how to answer them. Listen to them, write down how they are delivered and, just like your main pitch, rehearse them, verbally. Find some examples here.

3.  Assume that the judges weren’t listening. Your three-minute pitch has all the answers they’re going to ask you. Don’t change a thing, just repeat what you said during your pitch. This happens far more often than you would believe (which just goes to demonstrate that when it comes to finding good judges, it’s not easy).

4. Most commonly asked questions? How do you/will you actually make money? Have you met and pitched customers/prospects? Who, name three. Who are your competitors and what makes your a defensible business? Any IP, protection, patents?

See Also
When global labour market data is released, headlines tend to fixate on a single metric: unemployment. This year is no different. According to the latest figures from the United Nations and the International Labour Organisation, global unemployment remains relatively stable at just under five per cent. At face value, this suggests a labour market that is holding firm despite economic uncertainty, geopolitical instability and technological upheaval. In reality, it masks a serious and underreported problem: the true global jobs crisis is not a lack of work, but the growing scale of informal work. More than 2.1 billion people worldwide are employed in the informal economy, including misclassified workers operating outside effective regulatory coverage, where employment is typically unregistered, contracts are absent or unenforced, and access to labour rights and social protections is limited or non-existent. That represents a large portion of the global workforce. If unemployment reveals how many people cannot find work, informality shows how many are working without protection or long-term opportunity. Informal work is often associated with developing economies or unregulated sectors. However, this form of work is increasingly occurring within developed economies and regulated sectors, hidden within otherwise legitimate, fast-growing small and medium-sized enterprises – and this is often unintentional. For both businesses operating solely in domestic markets and those that have expanded abroad, adopting new workforce models and attempting to respond to rapid technological change, the crisis of informality is emerging in three key areas. The first is worker misclassification. Individuals are engaged as independent contractors but operate in practice like employees – working fulltime, at set hours, for years at a time. This is particularly prevalent in gig and platform-based roles, where algorithms determine pay, hours and performance without considering employment rights. Gig and platform work often presents as flexible and empowering, however, in practice, many platforms exercise employer-like control over payment, performance management, hours, and length of engagement, while explicitly avoiding employer obligations such as tax filings and the provision of statutory benefits like annual leave and healthcare. The result is a growing cohort of workers who fall between legal categories, carrying the risks of self-employment without the autonomy or protections that should accompany this mode of work. The second area is cross-border remote work, where informality can inadvertently arise. With post-COVID remote working models here to stay, companies are directly hiring overseas talent, assuming that because the worker is not based in the company’s home country, local employment laws do not apply. Where employment is not properly registered (whether by the employer and/or employee), local labour law is not applied, or social security obligations are misunderstood or ignored, these arrangements can slip into a form of modern informality, even where the relationship appears to be formal on the surface. This is often the point at which organisations begin to seek external guidance. In many cases, neither party fully understands the legal implications of the arrangement, which leaves both employer and worker exposed. We frequently see organisations approach us when a specific issue surfaces, such as payroll inconsistencies, questions around benefits entitlement, or concerns raised by the workers themselves, including registration process failures. Business leaders should also be aware that permanent establishment risk can arise if a remote employee is deemed to represent the company locally, which can trigger corporate tax obligations. Social security errors can happen when contributions are not made correctly in either jurisdiction, leaving workers without coverage and employers facing backdated liabilities. Meanwhile, employment law conflicts can emerge when contracts fail to meet the requirements of the host country regarding notice periods, benefits or termination rights. The third driver of informality is structural. These arrangements are becoming more common as artificial intelligence and evolving workforce models outpace regulation. Businesses are innovating at speed, but legal frameworks are struggling to keep pace. The UK’s Employment Rights Act offers a clear case study of the direction of travel. Worker protections are expanding, classification rules are tightening and enforcement is becoming more coordinated across agencies. Informal arrangements that once sat in legal grey areas are moving firmly into view and what was previously tolerated is falling under scrutiny. The challenge is that informality is rarely a deliberate choice. For many growing organisations, it becomes the default because compliant pathways are complicated and difficult to navigate alone, particularly across multiple jurisdictions. Legal advice, payroll, tax, HR, and immigration compliance are often siloed, leaving gaps that businesses may not even realise exist until a problem arises. For instance, digital nomad visas are often viewed as providing holders with wholly compliant right to work status, however employers may not realise that this is not always the case and contracts may not reflect the correct legal status or entitlements. Addressing informality requires a change in how we think about employment at a global level and recognising that flexibility and compliance are not mutually exclusive. Businesses need models that allow them to access global talent quickly while ensuring workers are properly employed and protected under local law. As attention remains fixed on unemployment figures, informality continues to expand beneath the surface. It is this hidden cohort of workers, contributing economically without security or rights, that represents the real crisis in the global labour market. Solving it will require coordinated action from policymakers and businesses alike, and a commitment to building workforce models that are not only innovative, but sustainable and fair.

5. Have a clear ask. Too many just come, pitch without a clear why, how much, who from or how. “I just need money, all else will be fine” is one sure-fire way to get you nowhere. Be clear (detailed, with numbers) about your burn, how much you need and how you plan to spend it; disclose any contingency (in the EU nothing above 20%, in the US it’s a free for all) and what milestones you’ll have reached by the time that funding runs out.

The number one piece of advice I wish I had received: you only get one chance. Top investors demand that you’re on top of your game, your company and your industry. They invest only in the best, not the second-best. They demand to be impressed, and there is no second chance. So prepare, and again, and don’t come crying: you don’t deserve to get funding, you make yourself fundable.

Your single objective for a pitch: get a meeting. That’s it, nothing else. So build up a “hook” into your storyline, something that intrigues, that they’ll question, something they want to learn more about; that’s how you get that meeting.

Good luck. It’s (also) often all about luck, so we all need some.

Startups Magazine. All rights reserved. c 2026. Company number is: 06755141

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