Tenure Series A
HRtech pitch deck example built around retention numbers
An HR software buyer is measured on one number every quarter, and a deck that does not move it is a deck about features. Tenure is invented, and its eleven slides are organised around 90 day attrition, with the buyer described before any of the metrics appear.
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
- Lead with the outcome the buyer is measured on, not with the category.
- Slide 2intro
- Why new starters leave, framed as four things that happen in the first fortnight.
- Slide 3pillars
- Six concrete things the product does, so the category word never has to carry the meaning.
- Slide 4persona
- The person who signs, described the way she describes herself, because she is the whole sale.
- Slide 5metrics
- Three numbers, with the attrition claim stated as a relative fall against a named cohort.
- Slide 6metrics
- Net revenue retention by quarter, because expansion inside a customer is the whole growth model.
- Slide 7comparison
- The before and after on six measures the buyer already reports, not on engagement scores.
- Slide 8pricing
- Price per employee per month by band, with the minimum said out loud so nobody guesses.
- Slide 9process
- The first 90 days as three phases, so the buyer can see where each feature lands.
- Slide 10investment
- Five million in four lines, weighted to the product work the NRR line depends on.
- Slide 11closing
- End on the measure, and offer the cohort data rather than a follow up meeting.
Slide by slide
Slide one puts the retention outcome on the cover. Slide two describes the first 90 days and the four things that go wrong in them. Slide three lists six concrete things the product does. Slide four is the buyer portrait in four quadrants. Slide five is the three headline numbers with the attrition claim sourced. Slide six is net revenue retention by quarter. Slide seven is the before and after across 38 customers on six measures. Slide eight is the price per employee per month by headcount band, as a table. Slide nine is the first 90 days of a new starter in three phases. Slide ten splits five million four ways. Slide eleven offers the cohort data rather than a meeting.
How to adapt this deck
A product sold to knowledge work employers rather than shift based ones replaces 90 day attrition with first year attrition, because the exit pattern is slower and the cost of a leaver is higher. A company selling to enterprises with a works council or union agreement adds a consultation slide after the persona, since the buyer cannot sign without it. A deck aimed at a payroll platform as a partner rather than an investor moves the pricing table forward and reframes the ask as a revenue share, because the partner is buying attach rate rather than growth.
What this audience asks for
The Australian workplace regulator sets out what an employer owes a new starter in the first weeks, from the information statement to the terms of engagement, and the national statistics agency publishes job mobility data that shows how quickly people in shift based work actually move. Between them they explain why the first 90 days is the window an HR buyer is judged on. The professional body for people management adds the practitioner view in its research reports, which is where the cost of replacing a frontline worker in this deck comes from and where an HR director will go to check it.
What makes this deck work
The attrition claim is relative and sourced
Slide five reports 19 percent as a relative fall from 21.6 to 17.5 percent across 38 customers with two full years of data. Naming the cohort and showing both absolute numbers is what turns a percentage into something an HR director can check against their own board pack.
The buyer gets a slide before the metrics do
Slide four describes Priya, a people and culture manager at a 700 person aged care provider, in her own words, including that she has already bought one engagement platform nobody used. Putting the objection in the buyer mouth on slide four means the pricing slide does not have to carry it.
The comparison uses measures the buyer already reports
Slide seven runs six rows from 90 day attrition to replacement cost, all of them things an employer already tracks. No engagement score, no wellbeing index. A before and after table built entirely from the buyer own reporting cannot be waved away as vendor measurement.
Questions people ask
What goes in an HRtech pitch deck?
The measurable people problem, what the product does about it, who signs, the adoption and revenue numbers, a before and after on the buyer own measures, the price per employee and the ask. This example uses eleven slides and puts the buyer portrait fourth.
Why price per employee per month?
Because headcount is the number an HR budget is set against, so the bill scales with the thing the buyer already forecasts. This example charges on headcount at the start of the month rather than on new starters, so a heavy hiring month does not produce a surprise invoice.
Should an HR product deck include a persona slide?
When one person signs, yes. In this market a people and culture manager holds the budget and carries the risk, so a slide in her words does more than another feature list. This deck uses a four quadrant empathy layout with what she says, thinks, does and feels.
How do I show retention if my customers are the employers?
Two different retentions, kept apart. This deck shows customer attrition improving on slide seven and net revenue retention rising from 104 to 118 percent on slide six. Conflating the two is the most common error in an HRtech deck and investors spot it immediately.
How long should an HRtech deck be?
Ten to twelve slides. This one is eleven. Resist adding a module diagram. The buyer cares about one outcome, and every slide that describes the product rather than the outcome pushes the number that matters further down the deck, where it gets less attention.
What proof do HR buyers actually accept?
Their own data, over at least two years, with the cohort named. This deck uses 38 customers with two full years and reports the two customers where the number did not move. Selective evidence in this market is assumed until the sample is stated.
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