Global Water First Pitch Deck (2021): 20-Slide Seed Deck

Global Water First (GWF) positions itself as a solution to the $118B annual funding gap in global water access by utilizing a decentralized, revenue-generating enterprise model rather than traditional philanthropy. The deck focuses on the 'Small Water Enterprise' (SWE), where GWF provides equipment via a 5-year lease to local operators. The model is highly detailed, providing per-liter unit economics ($0.09/liter sales price) and a clear transition from water services in Phase 1 to power and internet hubs in Phase 2. While the deck excels at operational transparency and impact forecasting—pro…

Key takeaways

• The company identifies a massive $118B annual funding gap in the global effort to achieve SDG 6.1 by 2030 (Slide 3).
• The business model relies on a 5-year lease agreement where ownership of equipment eventually transfers to local community operators (Slide 5).
• Unit economics are precisely defined: water is sold at $0.09/liter, with GWF taking a $0.04/liter debit for the first three years (Slide 5).
• A typical Small Water Enterprise (SWE) is projected to generate $46,020 in annual net income at 50% capacity, rising to $77,220 after three years (Slide 7).
• Phase 2 of the model expands services to include smart nanogrids and internet services, funded by SWE profits and strategic partners (Slide 9).
• Traction is evidenced by installations in Juba, South Sudan (August 2021) and Kabojja village, Uganda (September 2021) (Slide 11).
• The company is seeking a $2 million Seed round via a SAFE to fund 6 SWE installations and realize income by month 9 (Slide 17).
• Impact projections are aggressive, scaling from 30,000 people provided with clean water in Year 1 to over 8.1 million by Year 5 (Slide 19).

Frequently asked questions

What is the primary revenue model for Global Water First?

GWF operates a lease-to-own model for Small Water Enterprises (SWEs). They install purification equipment and provide training under a 5-year lease. Revenue is generated through a weekly debit of $0.04 per liter produced for the first three years, which drops to $0.03 per liter in perpetuity thereafter. The local operator retains the remainder of the $0.09 per liter sales price to cover OpEx and profit.

How does the company plan to scale beyond water services?

The deck outlines a 'Phase 2' starting in Year 3 or later. Using profits from SWE operations and strategic partnerships, GWF intends to install decentralized Smart Nanogrids and internet services. This transforms the water kiosks into 'Water & Power Hubs' that can provide electricity to homes, schools, and business incubators.

What specific traction has Global Water First achieved?

As of late 2021, GWF had two active installations: one in Juba, South Sudan, and another in Kabojja, Uganda. They also detailed an 'enterprise in a box' configuration for Ethiopia, designed to fit into a 40-foot shipping container, with additional systems planned for Liberia, Guatemala, and Brazil for 2022.

What are the financial requirements and milestones for the current round?

GWF is raising a $2 million Seed round using a Y Combinator SAFE form. The primary milestones for this capital are to complete 6 SWE installations by month 12 and reach revenue generation by month 9. This is intended to lead into a $7 million Series A round at month 18.

Who is leading the company according to the deck?

The deck does not include a standard 'Founders' or 'Management Team' slide. Instead, it features an 'Advisors' slide with seven individuals, including water security experts, engineers, and social impact entrepreneurs. Notable figures include Jack Barker, inventor of the SunSpring purification system, and Manyang Kher, founder of 734 Coffee.

Global Water First pitch deck: the facts

Company

Global Water First

Year

2021

Stage

Seed

Slides

20

Sector

Infrastructure / Social Impact

Deck type

Investor Deck

Headquarters

United States (based on advisor locations and US EPA references)

Global Water First pitch deck PDF

The full Global Water First deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Global Water First pitch deck was used for

This is a 20‑slide seed‑stage investor pitch deck from 2021 for Global Water First, a Delaware Public Benefit Corporation building decentralized infrastructure to deliver clean water, nano‑grid power, and internet services to underserved communities. The deck’s Phase 1 focuses on “Clean Water First” via Small Water Enterprises (SWEs) — community‑run water purification and bottling plants with defined unit economics and a commercial leasing model for institutional customers. It was used to raise early capital for scaling SWE installations in countries including South Sudan, Uganda, and Ethiopia, and to support a multi‑phase roadmap that later expanded under the Global Water First brand as described on the company’s website and partner profiles.

Business model: Global Water First (GWF) is a Delaware Public Benefit Corporation that installs and oversees water purification and bottling enterprises in underserved communities, partnering with local municipalities and groups who operate the centers to provide clean drinking water at below-market prices. GWF focuses on decentralized, sustainable infrastructure delivering clean water and related services in bot

Founded

2019

Headquarters

United States (exact city not disclosed in available sources).

Industry

Water infrastructure / Beverages (clean drinking water provider).

Round: Debt financing (general debt deals) at a revenue‑generating stage; the 2021 deck itself was framed as a seed‑stage raise, but no public equity round details are disclosed.[deck]

Year: 2023 for at least one reported debt deal (December 31, 2023), with cumulative funding reported as of 2025.

Raised: $354,000 in total debt financing reported across multiple general debt deals; no publicly verified equity seed round amount was found.

Total funding: $354,000 in total debt financing raised as of the latest PitchBook profile update.

What happened after the Global Water First deck

Since the 2021 seed deck, Global Water First has continued operating as a private Delaware Public Benefit Corporation focused on decentralized water purification and bottling enterprises, securing multiple rounds of debt financing totaling around $354,000 and being described as revenue‑generating in recent private market data.

• Global Water First was formally organized as a Delaware Public Benefit Corporation focused on installing water purificat
• By 2023, PitchBook reports that GWF had completed at least two general debt financings totaling approximately $354,000,
• The company is listed by the Council for Inclusive Capitalism as an organization providing fully functioning wholesale w

What the Global Water First deck got right

• Clear and tangible SWE unit model with community revenue sharing. The SWE model slide provides concrete operational details—20‑liter bottles, 500 bottles per day, below‑market pricing, cashless payments, and explicit income splits (e.g., a portion of revenue remaining in the community and a small percentage fee to GWF)—giving investors an immediate sense of per‑site economics and community benefit.[deck]
• Strong impact positioning through PBC status and SDG alignment. GWF’s status as a Delaware Public Benefit Corporation, combined with its explicit alignment with UN SDGs 6 (water), 7 (energy), and 8 (economic growth), positions the company squarely in the impact investment universe and signals a formal commitment to balancing shareholder return with public benefit.[deck]
• Compelling for‑profit alternative to traditional water philanthropy. The deck emphasizes a for‑profit model that “disrupts the current philanthropic model,” making a clear narrative case for why investor capital can be recycled and scaled rather than relying on one‑off grants, which can appeal to investors looking for sustainable impact and financial returns.[deck]
• Phased roadmap from water to power and internet. The multi‑phase roadmap (water purification SWEs first, followed by nano‑grid power and internet services) offers a structured growth story that begins with a core, proven need (drinking water) and then layers additional infrastructure services once a local operating footprint is established.[deck]
• Concrete go‑to‑market plan with regional focus and local partnerships. The go‑to‑market slide details a site selection framework, partnerships with local organizations, use of country regional directors, and a specific Year‑1 rollout plan in South Sudan, Uganda, and Ethiopia, demonstrating that the team has thought through on‑the‑ground execution rather than only presenting a high‑level concept.[deck]
• Dual market focus on community SWEs and institutional leases. In addition to community SWEs, the deck describes a commercial leasing model targeting hospitals, hotels, condominium towers, shopping malls, and government buildings with 5‑year non‑cancellable leases, giving GWF a potentially more predictable and diversified revenue stream alongside its social impact installations.[deck]

What could have been stronger

• SWEs’ unit economics are presented without visible supporting assumptions. The deck references specific SWE economics (e.g., $100K/year GWF income and $200K/year SWE income, 2% fees per SWE, 6% of revenue staying in the community), but the OCR text does not show supporting assumptions such as capex per plant, utilization rates, operating costs, or payback period, making it difficult for investors to validate the financial model’s robustness.[deck]
• Limited clarity on what is already implemented vs. planned. The SWE model slide mentions features like 20‑liter bottles at 500 per day, remote distribution centers, home deliveries, and cashless payments but does not (in the visible text) clearly distinguish between proven operations and forward‑looking plans, which can blur the line between traction and projections for investors.[deck]
• Go‑to‑market plan lacks concrete commitments. The go‑to‑market slide specifies six initial installations in South Sudan, Uganda, and Ethiopia in Year 1 but does not (in the visible content) provide evidence of secured local partners, permits, or contracts, which are critical for de‑risking execution in fragile environments.[deck]
• Key regulatory and country risks are not discussed in the visible slides. The deck states that GWF disrupts philanthropic models and positions itself as a for‑profit alternative, yet the OCR text does not show any discussion of regulatory risk, sovereign risk, or currency risk in the target countries, which investors would expect for infrastructure deployed in developing markets.[deck]

How an investor would read this deck

What draws attention

• The SWE unit model showing daily volume (500 x 20‑liter bottles), below‑market pricing, cashless payments, and income splits (e.g., 6% staying in the community, 2% to GWF) gives investors a concrete framework to think about per‑site economics and scalability.[deck]
• The for‑profit Public Benefit Corporation structure, explicitly linked to multiple UN SDGs (6, 7, and 8), positions GWF as a potential fit for impact investors and blended‑finance vehicles focused on water, energy, and economic development.[deck]
• The multistage vision—starting with water and extending to nano‑grid power and internet—offers a broad infrastructure platform narrative that could, if executed, open multiple revenue lines per community.[deck]
• Public profiles describe GWF as an operator installing fully functioning wholesale purification and bottling systems with local partners, suggesting an operating model that blends infrastructure deployment with local enterprise development.

Risks that stand out

• Water purification and bottling enterprises in low‑income communities rely on consistent demand, reliable source water, and robust operations; if any of these falter, SWE revenue and community benefits could fall short of projections, impacting both impact and financial returns.[deck]
• Entering fragile or low‑governance markets such as South Sudan introduces heightened political, security, and regulatory risks that may affect installation timelines, asset security, and contract enforceability.[deck]
• The for‑profit positioning as a disruptor of grant‑funded water projects may face resistance from NGOs, local governments, or donors accustomed to traditional philanthropic models, potentially complicating partnerships or access to certain funding streams.[deck]
• Reliance on debt financing, as reported by PitchBook, may create repayment pressure if cash flows from SWEs and commercial leases ramp more slowly than expected.

Questions this deck invites

• Can the company provide a full financial model for the SWE unit, including capex per plant, operating costs, maintenance, expected throughput, pricing assumptions, and payback period, and how do these figures compare with current performanc
• What is the current portfolio of installed or contracted SWE sites (locations, commissioning dates, partner entities, and performance metrics), and how many of the six Year‑1 installations in South Sudan, Uganda, and Ethiopia referenced in
• What legal and regulatory frameworks govern GWF’s operations in each focus country (water rights, land use, public health, foreign ownership, and PBC recognition), and how has the company navigated permits and compliance so far?[deck]
• How are revenue shares and governance structured between GWF and local community partners for each SWE, and what safeguards exist to ensure long‑term quality control, financial transparency, and community benefit?[deck]
• PitchBook records multiple debt financings totaling approximately $354K; how were these funds deployed across R&D, installations, and working capital, and what is the target capital structure going forward (e.g., mix of debt, equity, and gr

What founders can take from the Global Water First deck

• Anchoring an impact infrastructure story in a concrete unit model like the SWE—showing daily volume, pricing, and revenue splits—helps investors quickly understand how mission and economics intersect.[deck]
• Explicitly connecting a Public Benefit Corporation’s mission to specific UN SDGs (e.g., 6, 7, and 8) frames the impact thesis in a way that impact investors and foundations already recognize and use.[deck]
• Positioning a for‑profit model as an alternative to traditional philanthropy can be compelling, but it requires especially clear evidence of affordability for end users and durability of community benefits to satisfy both impact and financial stakeholders.[deck]
• A phased roadmap (water first, then power and internet) can make a broad infrastructure vision more credible by sequencing risk and capital deployment, as long as each phase has independently viable economics.[deck]
• Community ownership and revenue sharing (e.g., stating that a portion of income stays in the community) can be a differentiator in crowded impact sectors, signaling alignment with local economic development rather than purely extractive infrastructure.[deck]
• Pairing a base‑of‑pyramid SWE model with a commercial leasing line to hospitals, hotels, and other institutions demonstrates an attempt to diversify revenue streams, which can appeal to investors seeking both impact and more predictable cash flows.[deck]

Global Water First pitch deck: common questions

What does Global Water First do?

Global Water First is a Delaware Public Benefit Corporation that installs and oversees decentralized water purification and bottling enterprises, partnering with local municipalities and community groups to operate them and provide clean drinking water at below‑market prices.

When was Global Water First founded and what stage was it at during this deck?

According to PitchBook, Global Water First was founded in 2019. The 2021 seed deck describes a Phase 1 focus on Small Water Enterprises (SWEs) and references planned installations in South Sudan, Uganda, and Ethiopia, indicating that by 2021 the company had progressed to planning or executing field deployments.

What is the Small Water Enterprise (SWE) model presented in the deck?

The deck describes a Phase 1 “Clean Water First” model built around Small Water Enterprises (SWEs), which are local, for‑profit water purification and bottling plants staffed, operated, and partially owned by community members, selling 20‑liter bottles (around 500 per day) at below‑market prices, with cashless payments and a share of income retained in the community.[deck] This is complemented by a commercial leasing model in which GWF installs purification systems in facilities like hospitals and hotels under 5‑year non‑cancellable leases.[deck]

Does Global Water First only focus on water, or also energy and internet?

The deck states that GWF will start with water (Phase 1) and later expand to decentralized power and internet services, positioning SWEs as a first step toward broader nano‑grid power and connectivity infrastructure for underserved regions.[deck] The company’s website similarly emphasizes helping underserved communities attain self‑reliance through water purification and bottling enterprises as the foundation for broader self‑reliance.

How much did Global Water First raise in the seed round associated with this deck?

The 2021 deck describes this as a seed‑stage raise; however, no public disclosures were found specifying the exact seed amount, valuation, or named investors.[deck] PitchBook reports that GWF has raised approximately $354,000 in total debt financing, including at least one general debt deal dated December 31, 2023, but does not list a labeled seed equity round or investor names.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

• Global Water First
• Jon Kaufman, CEO, Global Water First - TBCY
• Steve Patzkowski - Co-Founder and Chief Business Officer at...
• Global Water First - The Council for Inclusive Capitalism
• Global Water First 2025 Company Profile: Valuation, Funding & Investors | PitchBook
• Aug 31 Speaker: Jeff Ochs, Cross-Sector Entrepreneur
• Organizations - The Council for Inclusive Capitalism
• Water Charity: Working in partnership for clean water | Water...

Global Water First pitch deck slides

What each slide of the Global Water First pitch deck says

Slide 1

Global Water First Reducing generational poverty and health risks with sustainable, decentralized enterprises providing clean water, internet and nano-grid power services GLOBAL [ MEBAWATER investing in seif-Refionce. WOFIRST

Slide 2

' Company Overview b Clobal Water First (GWF) is a Delaware Public Benefit Corporation dedicated to helping communities in the developing world attain self-reliance. We will achieve this through our long-term vision of creating localized sustainable water, energy and internet services. 4 GWF directly impacts three of the Un's Sustainable Development Goals (SDGs) which provide a foundation for progress in the full slate of 17 goals. v Goal 6: Ensure access to water and sanitation for all Goal 7: Ensure access to affordable, reliable, sustainable and modern energy o Goal 8: Promote inclusive and sustainable economic growth, employment and decent work for all @ Siitomen GLIALS 4 GWF will impro…

Slide 3

[') The Problem 4 People suffer from lack of clean water. Globally, 1 out of 3 people lack access to clean water. 4 Accessibility to clean water is a prerequisite to education, economic development, and health. 4 Poor water supply disproportionately impacts women and girls, who traditionally collect water and care for family member stricken by water-borne diseases. 4 Conventional philanthropy-funded and NGO-executed models fail to deliver sustainable solutions at scale.2 Poor results are driven by insufficient attention given to the financial and operational management of water systems. 4 Current efforts to achieve SDG 6.1 by 2030 are unlikely to succeed, due (in part) to an estimated $118B…

Slide 4

' The Solution 4 GWF disrupts the current philanthropic model that has inadvertently perpetuated the cycle of poverty. With a for-profit model, GWF puts investors dollars to work building sustainable enterprises that break the cycle of dependence on donor dollars. 4 GWF will provide access to decentralized clean water, power, and internet infrastructure and services at scale to the developing world under a sustainable business model that encourages self-reliance and ongoing economic benefit to communities. 4 Phase 1: Start with Water First GWF has developed a sustainable model for installation and operation of for-profit, water purification plants called Small Water Enterprises (SWEs). The…

Slide 5

' Busi'ness Model Clean Water First (Phase 1): The Small Water Enterprise (SWE) Model Clean Water Plant Production Distribution Water Sales at $0.09/liter Cashless Payments Water Sales Income Distribution (Installed by GWF. Staffed, operated and owned (20 liter bottles, x500/day!) (customer convenience!) (below market rate for bottle water!) (debit prepaid accounts) (6% stays in community!) by community members) w» GWF Income: Botting w—— LRI 4100K /year L B » Lhwl <;:\I murw 2% per SWE installed ome deliveries - Y SWE income: ." - . $200K /year sunspring New Borehole Remote distribution 4 center deliveries 4 GWF will supply and install all necessary equipment for the operation of a robust…

Slide 6

Unit Economic Model for a Small Water Enterprise (SWE): + Total Installation Cost: $57,000 (average configuration and onetime costs paid by GWF) Includes equipment, well if nesded, instalation, shipping, dutes, taxes) * Ongoing SWE support, GWF OH, G&A: $10,000 (ongoing annual cost fo remote management and local support of SWE plus GWF OH, G8A allocation after startup period) Expenses Year0 Year! Year2 Year3 Yard Year5 Year6 Year7 Years Yeard Year10 One Time Installation Cost, CAPEX & Services $57,000 Annualized ongoing support, monitoring, GWF OH 8 G&A 10000 $10,000 $10,000 $10000 $10,000 $10,000 $10,000 $10000 $10000 §10000 $10,000 Total expense per installation $67,000 $10,000 $10000 §$1…

Slide 8

' Business Model Clean Water First (Phase 1): Commercial Model GWF will provide water purification technology to hospitals, hotels, condominium towers, shopping malls and government buildings so that they can provide safe water at all sinks, showers, kitchens and other vital points. These whole-facility commercial installations will be made possmle with an affordable lease agreement between GWF and the facility owners. Typical lease terms are as follows: 4 5-year non-cancellable lease. 4 First and last months lease payment due at signing of lease via check. 4 Monthly lease payments to be paid via ACH to bank designated by GWF. 4 Upon cancellation of Lease, GWF will arrange the removal of th…

Slide 12

' Go to Market Strategy 4 GWF has developed a robust installation site selection plan based on a set of criteria designed for maximum impact and commercial success. 4 GWF will engage with local communities in need and partner with local organizations for final selection and commercial agreement for SWE installation. 4 GWF will leverage existing relationships with equipment suppliers and construction services providers in targeted installation locations. 4 Country regional directors and managers help with site selection, manage installation and perform service as needed. 4 Year 1 will include a total of 6 clean water installations in South Sudan, Uganda and Ethiopia. GLOBAL {i""fifi'{g? RN ey…

Slide text above is read directly from the Global Water First deck PDF embedded on this page.

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