Saltbrook Series A
DTC brand pitch deck example with CAC, LTV and repeat rate
A consumer brand investor works out in about ninety seconds whether the second order exists, and everything after that is detail. Saltbrook is invented, and its ten slides put a 41 percent repeat rate on the cover and then show the margin the retail plan is about to spend.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Open on repeat rate, which is the only number that separates a brand from a campaign.
- Slide 2intro
- Why a sunscreen brand can exist at all, argued from a use habit rather than from a category size.
- Slide 3pillars
- The three things the product actually is, kept to claims that can be substantiated.
- Slide 4metrics
- Six numbers, with the acquisition cost sitting beside the value it buys.
- Slide 5metrics
- Revenue split by channel each quarter, because the retail line is the thing being funded.
- Slide 6comparison
- The margin gap between the two channels, stated plainly rather than hidden in a blended figure.
- Slide 7process
- The pharmacy rollout as six dated steps, so the retail line on the chart has a mechanism behind it.
- Slide 8pricing
- The five products and their prices, so the mix behind the average order value is visible.
- Slide 9investment
- Three million in four cards, with inventory as the largest line because retail is paid for up front.
- Slide 10closing
- Close on the one number a buyer and an investor both want, and say where the data is.
Slide by slide
Slide one puts the repeat rate on the cover with the business described in four lines. Slide two argues that a daily product is a consumable and what that changes. Slide three is three product claims, all of them tested. Slide four is six numbers including acquisition cost beside twelve month value. Slide five is revenue by channel across four quarters as a stacked column. Slide six is the margin gap between the own store and wholesale. Slide seven is the six step pharmacy rollout. Slide eight is the five product line sheet with prices. Slide nine splits three million across inventory, retail activation, brand and working capital. Slide ten asks for the store level scan data to be requested.
How to adapt this deck
A brand with no retail ambition removes the margin gap slide and the rollout, and uses the space for a second cohort view, because the whole argument then rests on the own store curve. A food or drink brand swaps the line sheet for a velocity slide, since a grocery buyer measures units per store per week rather than average order value. A brand raising against a wholesale relationship it has already won moves the rollout to second and reports sell through instead of revenue, because at that point the listing is the asset and the question is whether it holds.
What this audience asks for
Sunscreen in Australia is regulated as a therapeutic good, and the regulator publishes what a product has to be tested for before a sun protection claim can appear on a label. That is why this deck states three claims and nothing else on the product slide, and why the claims are described as tested rather than as benefits. The government business planning guidance covers the other half, which is that a consumer brand plan is judged on the repeat purchase and the channel margin rather than on the size of the category it sits in.
What makes this deck work
The margin the round spends is on its own slide
Slide six puts 68 percent on the own store against 42 percent at wholesale, with both built from the same 6.40 dollar cost of goods. The whole round is a decision to trade margin for distribution, so that trade gets a slide rather than a footnote on the use of funds.
Acquisition cost sits beside the value it buys
Slide four shows 22 dollars to acquire against 96 dollars of twelve month gross profit and a 4.4 times ratio, and the label says twelve month window rather than lifetime. A stated window is what stops an investor mentally halving the number.
The retail line is a mechanism, not a hope
The stacked column on slide five shows retail growing from 80,000 to 190,000 dollars a quarter, and slide seven explains it as six dated steps from 41 independents to a banner range review. A growth line without a mechanism beside it is a forecast with a chart around it.
Questions people ask
What goes in a DTC brand pitch deck?
Why the product repeats, the claims you can actually make, revenue with repeat rate and acquisition cost, revenue split by channel, the margin difference between channels, the distribution plan, the range and the ask. This example uses ten slides and no market size slide at all.
What repeat rate do consumer investors expect?
It varies by category, so define the window. This deck says 41 percent ordered more than once in twelve months and puts the median gap to the second order at seven weeks beside it. A repeat rate with no window attached is not a number anyone can compare.
Should I show CAC and LTV in a first meeting deck?
Yes, together and on the same slide. This example shows 22 dollars against 96 and states that 96 is twelve month gross profit rather than a lifetime estimate. Investors have seen enough lifetime numbers built from optimistic churn to discount any that are not defined.
How do I present a move into retail?
As a margin decision with a rollout mechanism. This deck compares 68 percent online against 42 percent wholesale, then gives the pharmacy rollout six dated steps, two of them already done. Retail expansion presented only as a revenue line invites the question of what it costs.
How many slides for a consumer brand raise?
Ten to twelve. This one is ten. Lifestyle imagery tends to take over these decks. A line sheet with five products and their prices does more for an investor than a mood board, and the brand work can go in an appendix.
Why is inventory the biggest line in the ask?
Because a retail listing is paid for before it is paid back. This deck puts 45 percent of the round into inventory and says a banner listing needs six months of stock on the water before the first invoice clears. That sentence answers the question the slide would otherwise raise.
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