Oii.ai Pitch Deck Teardown: A $1.9M Seed Case for Cognitive

Oii.ai Pitch Deck Analysis

Oii.ai’s seed deck is a study in technical positioning. The company seeks to solve the inherent rigidity of global supply chains by introducing a 'cognitive' layer. The deck consists of 21 slides that move from high-level vision to granular competitive analysis. While the version analyzed contains several placeholders for financial data ($XXXk), the narrative structure remains intact, focusing heavily on the 'Time to Value' advantage over legacy incumbents.

Slides 1-4: The Vision and The Analogy

The deck opens with a strong visual identity, branding the solution as "The Cognitive Self Modelling Supply Chain." Slide 2 establishes a clear vision: "We Bring Machine Intelligence to Supply Chain Planning." This is a standard but effective 'AI-for-X' opening.

Slide 3 introduces a critical pedagogical tool: the GPS analogy. By comparing supply chain navigation to a GPS device, Oii.ai simplifies a complex scientific modeling pitch into something an investor can immediately grasp. Slide 4 reinforces this, stating that the solution is "patent pending" and connects the dots between optimal costs and service levels. This section succeeds because it avoids technical jargon early on, focusing instead on the 'New Paradigm' of performance.

Slides 5-6: The Product and The Shift

Slide 5 introduces 'Optii,' the core product. A key selling point highlighted here is that there is "no need to rip and replace existing infrastructure." For enterprise SaaS, this is a vital objection-handler. The slide also introduces the cost model: a set-up fee ($XXk - $XXXk) and a per-seat annual license fee. Notably, the specific figures are redacted in this version, but the structure is clear.

Slide 6 uses a 'Today vs. Using Oii' comparison table. It contrasts a "Reactive Model" (manual configuration, no transparency, cadence-based planning) with Oii’s "Proactive Model" (automated configuration, real-time visibility, event-driven planning). This slide is essential for establishing the 'Why Now'—moving from static to dynamic decision-making.

Slides 7-8: Market Trends and Traction

Slide 7 is a dense infographic titled "#1 Supply Chain Digital Trend is AI." It cites various statistics, such as "80% of manufacturers expect improved factory connectivity" and a "$3.9-$11T" potential economic impact for IoT by 2025. While visually busy, it serves to validate the macro tailwinds.

Slide 8 is arguably the most important slide for a seed round. It displays 'Traction To Date' through PoC revenue. It claims significant efficiency gains: 30% Total Supply Chain Cost Reduction and 75% Reduction in Planner Activities . The slide lists impressive pilot logos including Gilead, Merck, GSK, and Neom . The presence of these Fortune 500 names provides the necessary social proof to back up the bold efficiency claims.

Slides 9-11: Team and Market Sizing

The team slide (Slide 9) emphasizes academic and entrepreneurial pedigree. CEO Bob Rogers is noted as a Harvard PhD in Physics with a successful exit in 2020. Advisor Lee Clewley holds an Imperial PhD in Astrophysics . This 'PhD-heavy' team is a common trait in deep-tech AI startups, signaling to investors that the underlying math is robust.

Slides 10 and 11 break down the Total Addressable Market (TAM) by sector. For Pharma, they estimate a $96M setup fee market and $118M in ARR based on 419 companies. For Retail, the numbers jump significantly to $1.8B in setup fees and $3.8B in ARR . By providing sector-specific TAMs rather than one giant, vague number, the founders show a sophisticated go-to-market strategy.

Slides 12-14: Competition and Advantage

Slide 12 is a standard 2x2 matrix, placing Oii in the top-right corner for "High Savings" and "Fast Return on Investment." It positions them against legacy players like Oracle, SAP, and Infor .

Slide 13 provides a deeper dive into competitive advantage, specifically targeting Llamasoft . The most striking differentiator is 'Time to Value': Oii claims a 1-3 month setup compared to Llamasoft’s 8-12 months . It also notes that Llamasoft requires a "whole team of PhDs" to operate, whereas Oii is designed for standard planners. This 'usability' angle is a powerful differentiator in enterprise software.

Slide 14 is a placeholder for the sales pipeline, indicating where logos would be displayed to show forward momentum.

Slides 15-17: Roadmap and The Ask

The roadmap (Slide 15) tracks progress from the Optii MVP in Q1 2020 to a future product called 'Autii' (a fully automated E2E system) in 2022. It includes revenue targets, though the specific dollar amounts are redacted ($X Million).

Slide 16 and 17 cover 'The Opportunity' and 'Use of Funds.' The company was looking for "up to $X M in Seed Funding" (the source listing confirms this was $1.9M). The allocation is split between building the production version of Optii, onboarding an operational team, and building sales/marketing capacity.

Slides 18-21: Appendix and M&A

The deck concludes with an appendix that doubles down on the competitive teardown of Llamasoft. Slides 19 and 20 use data from 'Apps Run The World' to show that Llamasoft’s customer base is 75% US-based and primarily serves companies with $1B+ in revenue. This suggests a 'blue ocean' for Oii in smaller markets or different geographies.

Finally, Slide 21 lists "Multiple Acquisition Possibilities," categorizing potential buyers into Automation (Kinaxis, jda), Planning (SAP, Oracle), and Modelling (Llamasoft, Logility). This is a clear signal to investors regarding the eventual exit strategy.

What Oii.ai Does Well

The deck excels at contextualizing technical innovation . By using the GPS analogy, the founders bridge the gap between astrophysics-level modeling and everyday business utility. The competitive differentiation is also exceptionally strong; rather than just saying they are 'better,' they cite specific operational hurdles (setup time, personnel requirements) that their competitors face. The inclusion of validated pilot results from massive pharmaceutical companies like Merck and GSK provides the 'de-risking' that seed investors look for in high-tech ventures.

What is Missing from the Deck

The most notable omission is unit economics . While the pricing model is stated, there is no mention of Customer Acquisition Cost (CAC) or Lifetime Value (LTV) projections. Additionally, the sales pipeline slide (Slide 14) is a generic placeholder in this version, leaving the reader to wonder about the actual volume of the current funnel. The deck also lacks a detailed technology slide ; while it mentions 'Advanced Simulation and AI,' it doesn't explain the specific 'patent-pending' mechanism that allows them to be faster than incumbents.

Founder's Playbook: What to Copy

The Analogy Slide: If your product is technically dense, find a consumer-grade analogy (like the GPS on Slide 3) to anchor the investor's understanding. · Specific Competitor Teardowns: Don't just list competitors in a grid. Use slides like 19 and 20 to analyze their customer demographics and revenue brackets to show exactly where the market is underserved. · Sector-Specific TAM: Instead of one global market number, break your TAM down by vertical (Pharma vs. Retail) as seen on Slides 10 and 11. This shows you understand your different buyer personas. · Exit Strategy Mapping: Explicitly listing potential acquirers by category (Slide 21) helps investors visualize the 'end game' and shows you have a pulse on industry M&A trends.