Tallyrail Series A

Fintech pitch deck example with the licensing slide where investors expect it

Tallyrail pays trade suppliers on invoice day and charges the buyer 1.9% for the extra 60 days. Its deck puts the licensing and risk slide seventh, after traction and before the ask, because a fintech investor will not fund a company that treats regulation as a footnote.

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Every slide, in order

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TALLYRAIL

SERIES A, SEPTEMBER 2026

Invoiced.

Funded.

Settled.

THE COMPANY

Tallyrail pays trade suppliers on the day they invoice and gives buyers 60 days to settle. Suppliers keep 98.1 cents in the dollar, buyers keep their terms, and Tallyrail carries the credit in between.

Invoice day payments for trade suppliers

Ruth Calloway

Co-founder and CEO

Slide 1 · cover · A manifesto cover: three stacked words carry the promise and the excerpt explains the model in two sentences.

The wait

Suppliers wait 54 days on average to be paid, while buyers push for 60 day terms. Both sides are right, and the gap between them is a working capital product.

THE GAP

Suppliers

54 days from invoice to cash on an average trade account.

Buyers

Want 60 day terms to match their own project cash flow.

Tallyrail

Pays day one, collects day 60, and prices the gap at 1.9%.

02

Slide 2 · intro · The 54 day wait against the 60 day term, framed as a gap both sides are right about.

How Tallyrail works

One continuous path from invoice to settlement, in eight steps.

Flowchart

03

Slide 3 · process · The money flow in eight boxes, one continuous path from invoice issued to limits updated.

Transaction volume

Monthly funded volume nearly tripled in six months, all from three trades.

Mar
Apr
May
Jun
Jul
Aug
0$M3$M6$M9$M12$M
Funded volume

04

Slide 4 · metrics · Monthly funded volume, six bars, nearly tripling from March to August.

The model in three numbers

Take rate, net revenue and losses on the same funded volume, for the month just closed.

1.9%

Take rate

Charged to the buyer on every funded invoice. The supplier pays nothing.

$224k

Net revenue, August

Fee revenue after cost of capital and expected credit losses.

0.31%

Loss rate

Credit losses as a share of funded volume across 14 months of lending.

05

Slide 5 · metrics · Take rate, net revenue and loss rate side by side, because hiding any one of the three reads as hiding it.

UNIT ECONOMICS

One $10,000 invoice

Line
Per invoice
Share of fee
Fee charged to the buyer
$190
100%
Cost of capital, 60 days
$58
31%
Expected credit loss
$31
16%
Servicing and operations
$22
12%
Contribution
$79
42%
Per invoice figures are the mean across 14 months of funded volume.

06

Slide 6 · metrics · One $10,000 invoice taken apart line by line, reconciling exactly to the 1.9% take rate.

Licensing and risk, already in place

AFSL coverage

Operating under an Australian financial services licence through an authorised representative arrangement, reviewed annually.

AML/CTF program

Registered with AUSTRAC. Documented program with customer identification and transaction monitoring in production.

Credit policy limits

Board approved policy caps exposure at $250k per buyer and 8% of the book per trade, checked on every funding.

Capital facility

A $40M warehouse facility from a capital partner funds every invoice, with Tallyrail holding the first loss piece.

07

Slide 7 · checklist · Licensing and risk as four cards that read as done, not pending. Placed after traction, before the ask.

Four ways to get paid

What each path costs the supplier, and what it does to the buyer relationship.

What matters
Tallyrail
Bank factoring
Waiting on terms
Cash lands
Day one
3 to 7 days
Day 54 on average
Cost to supplier
None
1.5% to 4%
None
Buyer keeps 60 days
Yes
Often shortened
Yes
Recourse to supplier
None
Common
n/a
Credit decision on
The buyer
The supplier
Nobody
Bank factoring terms are the median of three quotes our customers showed us.

08

Slide 8 · comparison · The comparison a supplier actually makes: Tallyrail against factoring and against simply waiting.

Market

B2B trade invoices in Australia and New Zealand, narrowed to terms of 30 days or longer.

TAM

$310B

ANZ trade invoices a year

SAM

$62B

On terms of 30 days plus

SOM

$2.4B

Three year funded target

09

Slide 9 · metrics · Market sized from invoices, not vendors: $310B of ANZ trade invoices narrows to a $2.4B three year target.

The founding team

Three founders who have each spent a decade on a different side of the same problem: extending trade credit, moving the money, and pricing the risk.

Ruth Calloway, CEO

  • 12 years in trade credit at a major distributor
  • Ran a $180M receivables book
  • Signed the first three trade groups herself

Marcus Bell, CTO

  • Ex payments engineer, real time rails
  • Built settlement for a domestic scheme
  • Ledger reconciles to the cent, daily

Priya Anand, CRO

  • Former head of risk, equipment finance
  • Wrote the credit policy and loss model
  • 0.31% loss rate is her number

10

Slide 10 · pillars · Three founders, each with the one number that explains why they hold their seat.

The ask

Sized to grow funded volume four times while holding losses under 0.5%.

Series A $7M

to fund the risk engine, the team and two new trade verticals

$2,100,000

Risk and capital ops

Loss discipline at 4x volume:

  • Two credit analysts
  • Facility renewal and a second lender
  • Collections tooling

$2,100,000

Engineering

The funding engine:

  • Real time buyer limits
  • Accounting software integrations
  • Self serve supplier onboarding

$1,750,000

Sales

Two new verticals:

  • Electrical and plumbing wholesale
  • Six field reps in three states
  • Trade group partnerships

$1,050,000

Regulatory and legal

Licence in our own right:

  • Own AFSL application
  • Credit licence scoping
  • Annual AML/CTF audit

11

Slide 11 · investment · A $7M ask split four ways, with risk and capital operations funded as heavily as engineering.

Thank you

The loan tape, credit policy and facility terms are ready for review under NDA.

Email

ruth@tallyrail.example

Website

tallyrail.example

Social

@tallyrail

12

Slide 12 · closing · A plain thank you with the loan tape on offer, because the next meeting is a credit meeting.

The structure

What each slide is doing, so you can reuse the order even with different content.

Slide 1cover
A manifesto cover: three stacked words carry the promise and the excerpt explains the model in two sentences.
Slide 2intro
The 54 day wait against the 60 day term, framed as a gap both sides are right about.
Slide 3process
The money flow in eight boxes, one continuous path from invoice issued to limits updated.
Slide 4metrics
Monthly funded volume, six bars, nearly tripling from March to August.
Slide 5metrics
Take rate, net revenue and loss rate side by side, because hiding any one of the three reads as hiding it.
Slide 6metrics
One $10,000 invoice taken apart line by line, reconciling exactly to the 1.9% take rate.
Slide 7checklist
Licensing and risk as four cards that read as done, not pending. Placed after traction, before the ask.
Slide 8comparison
The comparison a supplier actually makes: Tallyrail against factoring and against simply waiting.
Slide 9metrics
Market sized from invoices, not vendors: $310B of ANZ trade invoices narrows to a $2.4B three year target.
Slide 10pillars
Three founders, each with the one number that explains why they hold their seat.
Slide 11investment
A $7M ask split four ways, with risk and capital operations funded as heavily as engineering.
Slide 12closing
A plain thank you with the loan tape on offer, because the next meeting is a credit meeting.

How to adapt this deck

A lending fintech keeps this exact shape and swaps the fee line for interest margin; the loss rate slide matters even more. A payments company with no credit risk can fold the risk slide into the licensing cards and spend the freed slide on merchant acquisition. If you hold a full licence rather than an authorised representative arrangement, say so on the same card in the same position: the slide answers one question, and where a banking licence changes the story is in how large the regulatory line of the ask becomes.

Which pitch deck do you need?

The investor pitch deck example is the hub for the general shape. This page is for money movement businesses; the SaaS example carries recurring revenue metrics, the marketplace example carries GMV and liquidity, and the Series A example shows the same round organised by stage instead of industry. If the round is a Series B rather than a first institutional cheque, the Series B example organises the same numbers around expansion and unit economics instead of the founding story.

What makes this deck work

The unit economics reconcile to the take rate

Slide six takes one $10,000 invoice apart: a $190 fee, $58 of capital cost, $31 of expected loss, $22 of servicing, $79 of contribution. The fee is exactly 1.9% of face value, matching the take rate on slide five, so an analyst can tie three slides together with one calculator pass.

Licensing reads as done, not pending

Slide seven is four cards: AFSL coverage through an authorised representative, a registered AML/CTF program, board approved credit limits of $250k per buyer, and a $40M funding facility. Each card describes something in place today, which is what separates a licensing slide from a licensing excuse.

The loss rate sits beside the growth

The 0.31% loss rate is one of the three hero numbers on slide five, printed at the same size as the $224k of monthly net revenue. Lenders get funded on loss discipline, and a deck that hides its loss rate in an appendix tells the investor where to start digging.

Questions people ask

What does a fintech pitch deck need that other decks do not?

A licensing and risk slide, a loss rate stated plainly, and unit economics that reconcile with the headline take rate. This example adds a flow slide showing how money actually moves in eight steps, because fintech investors fund mechanics they can trace, not payment magic.

Where does the regulatory slide go?

After traction, before the ask. Slide seven in this twelve slide deck. Early enough that it reads as substance rather than an appendix, late enough that the investor already wants the company to work. Leading with regulation makes the deck about permission instead of the business.

How do I show take rate and volume together?

The way this deck does: volume as a bar chart with six months of history, then take rate, net revenue and loss rate as three hero stats on the next slide. Multiplying the two slides should roughly produce the revenue, and investors will do that multiplication in the room.

Should I show my loss rate?

Yes, and beside the growth numbers rather than behind them. Investors in lending businesses will ask within the first ten minutes, and a missing number reads as a hidden one. Tallyrail prints 0.31% of funded volume across 14 months, with the credit policy that produced it one slide later.

What is the difference between this and a SaaS pitch deck?

Volume and take rate replace ARR and NRR, a loss rate replaces churn, and a funding facility slide replaces the infrastructure story. The SaaS pitch deck example on this site makes a useful side by side: the slide order is nearly identical while almost every metric is different.

How many slides should a fintech deck run?

Twelve here. For a short slot, five survive: the payment gap, funded volume, the three hero numbers, the licensing checklist and the ask. The flow slide and the invoice teardown move to the appendix, where the analyst who wants them will find them anyway.

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Sources

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