What is the primary business model of Plan A Ventures?

Plan A Ventures operates as a hybrid consultancy and investment advisory firm. They earn revenue by providing professional services to entrepreneurs (IT, marketing, planning), charging success fees for connecting startups with investors, and seeking government grants for ecosystem development. They also aim to take 3-5% equity stakes in the companies they consult for, functioning similarly to a service-for-equity incubator.

Who are the target customers according to the deck?

The deck identifies three distinct target groups: Entrepreneurs seeking investment and infrastructure, Investors (Institutional, HNWIs, and Philanthropists) seeking disruptive ideas and due diligence, and Government bodies seeking job creation and social benefits. The company positions itself as the intermediary that facilitates value exchange between these three pillars.

What specific IT services does Plan A Ventures offer?

On Slide 5, the company lists a wide array of technical consulting services including Java, DotNet, Oracle, SFDC, Pega, SAP, and Web Services. They also mention 'Social Local Mobile Analytics and Cloud Services' (misspelled as 'Analaytisc' and 'Servicees' on the slide), indicating a focus on legacy enterprise software alongside then-current mobile trends.

How does the company plan to engage with the government?

Engagement is divided into Agenda, Policy, and Execution. Specifically, they aim to 'set the right agenda before elections,' assist in creating 'Startup Policy,' and execute via entrepreneur associations, investor road shows, and web portals. This suggests a lobbying or high-level strategic advisory component to their business model.

What is missing from this pitch deck?

The deck is missing several critical components for a professional fundraise: there is no market sizing (TAM/SAM/SOM), no competitive analysis, no historical financial data or future projections, and no specific 'Ask' slide detailing how much capital they are raising or how it will be used. It functions more as a capabilities brochure than a venture investment deck.

Plan A Ventures Pitch Deck: 16-Slide Breakdown

See all 16 slides of the Plan A Ventures pitch deck, with a slide-by-slide teardown of what the deck does well and where it falls short.

Plan A Ventures, led by Atul Kumar, positions itself as a central hub for a 'disconnected ecosystem' involving entrepreneurs, investors, and government entities. The deck describes a broad consultancy model rather than a scalable product, offering everything from Java development and digital marketing to investment due diligence and government policy setting. Their revenue model is highly diversified, relying on consulting fees, 15% commissions from portfolio services, success fees for fundraising (1-5%), and government grants. While the team slide lists two core members and eight advisors, t…

Key takeaways

The company identifies the core problem as a 'Disconnected Ecosystem' where entrepreneurs, investors, and government have misaligned needs (Slide 3).
Service offerings are extremely broad, covering IT consulting (Java, Oracle, SAP), business planning, and even art and sports events (Slide 5).
The solution for investors involves screening ideas, mentoring teams to be 'investor ready,' and conducting due diligence (Slide 7).
Government engagement focuses on setting agendas before elections and developing startup policies (Slide 9).
Revenue is generated through five streams, including 3-5% equity stakes in ventures and 1-5% success fees on funded amounts (Slide 11).
Promotion strategy relies heavily on traditional digital marketing (PPC, SEO) and partnerships with incubation centers and universities (Slide 13).
The executive team consists of only two named members, Atul Kumar and Karnika Tewari, with five key leadership roles 'To be Filled' (Slide 15).
The deck includes a significant list of eight advisors, suggesting a reliance on external expertise to validate the broad service range (Slide 15).

Plan A Ventures: A Comprehensive Ecosystem Teardown

The Plan A Ventures deck, titled 'Business Plan (WIP)' by Atul Kumar, presents a vision for a multi-faceted consultancy designed to bridge the gaps in a fragmented entrepreneurial ecosystem. The deck is characterized by a very broad scope of services and a multi-stakeholder approach that targets startups, private investors, and public institutions simultaneously.

Slide 1: Title Slide

The opening slide introduces the company as 'A+ Ventures' (via the logo) and 'Plan A' (via the title). It is explicitly labeled as a 'Business Plan (WIP),' which sets an early expectation that the model may still be in flux. The branding uses a blue and orange color palette with a logo incorporating plus signs, reinforcing the theme of 'adding value' to ventures.

Slide 3: The Problem – Disconnected Ecosystem

The company defines the problem not as a specific market inefficiency, but as a systemic lack of connection between three groups. Entrepreneurs are described as seeking investment and infrastructure; Investors are looking for disruptive ideas and 'calculated risk'; and the Government wants job creation and social benefits. The slide argues that these groups are currently disconnected, though it does not provide data to quantify the cost of this disconnection.

Slide 5: Service Offerings to Entrepreneurs

This slide lists 12 distinct service blocks. The range is exceptionally wide, including:

IT Consulting: Specifically mentioning Java, DotNet, Oracle, SFDC, Pega, and SAP. · Business Services: Business planning, digital marketing, and 'Business Integration.' · Specialized Advisory: Investment advisory, globalization, and 'Not For Profit Advisory.' · Lifestyle/Events: Art, music, culture, sports, and entrepreneurship events.

The breadth of these offerings suggests a firm that functions as a generalist agency rather than a specialized startup. The inclusion of legacy enterprise software (SAP, Oracle) alongside 'Social Local Mobile' indicates a desire to capture both corporate and startup market segments.

Slide 7: Solution for Investors

For the investor side of the ecosystem, Plan A Ventures proposes a filtering and preparation service. They aim to connect Institutional Investors, HNWIs, and Philanthropists with Social Enterprises and Seed-stage startups. The slide states: 'We screen the ideas and team, mentor them to become investor ready and conduct due diligence before connecting to investors.' This positions the company as a gatekeeper or outsourced analyst team for private capital.

Slide 9: Engagement with Government

The government strategy is categorized into three pillars: Agenda , Policy , and Execution . A notable point on this slide is the intention to 'Set the right agenda before elections,' suggesting a political advisory role. The execution phase involves creating web portals, IT advisory, and organizing investor road shows. This slide reinforces the company's position as a macro-level ecosystem builder rather than a micro-level product company.

Slide 11: Revenue Model

The revenue model is highly diversified, which can be a red flag for investors looking for a scalable, focused 'engine.' The listed streams are:

Consulting: Services rendered by the core team plus a '15% commission from services by our Portfolio Ventures.' · Equity: They offer to take a '3-5% equity stake' in lieu of cash. · Fundraising Charges: Fixed processing fees plus a 'Success Fee (1 – 5% of the funded amount).' · Membership Fees: Charged to social and alumni ventures on a 'No-Profit / No-Loss basis.' · Grants and Sponsorships: Government grants for initiatives and sponsorship fees for events.

This model is more akin to an incubator or a boutique investment bank than a scalable tech startup.

Slide 13: Promotion Strategy

The promotion strategy is a standard mix of digital and offline channels. It includes Search Engine Marketing (PPC & SEO), Social Media (LinkedIn, Facebook, Twitter, Quora), and Content Marketing. Offline, they plan to participate in and sponsor events, conduct workshops with 'Successful Entrepreneurs,' and partner with incubation centers, co-working spaces, and universities. The strategy is comprehensive but lacks a specific 'growth hack' or unique distribution advantage.

Slide 15: The Team

The team slide reveals a lean executive core supported by a large advisory board. Atul Kumar is listed as Founder & CEO, and Karnika Tewari as Head of Design. Significantly, five major roles are listed as 'To be Filled' : Head of Innovation, Chief People Officer, Chief Hacker, Head of Sales, and Head of IT. The advisory board consists of eight individuals, including several with doctoral degrees (Dr. Abhishek Sinha, Dr. Ajay Gaur, Dr. Kislay Anand). The presence of a 'Chief Hacker' role in the 'To be Filled' section suggests the company currently lacks a dedicated technical lead despite offering deep-stack IT consulting.

What Plan A Ventures Does Well

The deck excels at identifying the various stakeholders in a developing startup ecosystem. By including the government and philanthropists alongside traditional investors and entrepreneurs, Plan A Ventures shows a sophisticated understanding of how emerging markets often require public-private partnerships to thrive. The revenue model, while fragmented, covers multiple bases, ensuring that the firm can generate cash flow from services while building a long-term equity portfolio. The clear distinction between 'Success Fees' and 'Consulting Fees' shows a realistic approach to professional service monetization.

Omissions and Weaknesses

The most glaring weakness is the lack of focus. A company that offers SAP consulting, sports event management, and government policy advisory is difficult to scale and even harder to manage. From an investor's perspective, the 'To be Filled' roles on the team slide represent significant execution risk, particularly the lack of a 'Chief Hacker' for a firm claiming expertise in Java, Oracle, and SAP. Furthermore, the deck lacks any mention of:

Market Size: There is no indication of the addressable market for these services. · Traction: No mention of existing clients, revenue generated to date, or successful fundraises completed. · Competition: The deck assumes a vacuum, ignoring existing incubators, accelerators, and big-four consulting firms that operate in these spaces. · Financials: There are no projections or burn rate figures. · The Ask: The deck never specifies how much money is being raised or what the valuation expectations are.

Founder Takeaways

Founders should note the importance of professionalizing the 'WIP' status. While transparency is good, labeling a pitch deck as a 'Work In Progress' on the title slide can signal a lack of readiness to institutional investors. Additionally, if you are building a service-based business, your team slide is your most important asset; having more 'To be Filled' slots than active executive members suggests the business is an idea rather than an operating entity. Finally, ensure that your service offerings are tightly coupled; a deck that jumps from 'Java Consulting' to 'Music and Culture Events' risks looking unfocused and unmanageable.

Frequently asked questions

What is the primary business model of Plan A Ventures?: Plan A Ventures operates as a hybrid consultancy and investment advisory firm. They earn revenue by providing professional services to entrepreneurs (IT, marketing, planning), charging success fees for connecting startups with investors, and seeking government grants for ecosystem development. They also aim to take 3-5% equity stakes in the companies they consult for, functioning similarly to a service-for-equity incubator.
Who are the target customers according to the deck?: The deck identifies three distinct target groups: Entrepreneurs seeking investment and infrastructure, Investors (Institutional, HNWIs, and Philanthropists) seeking disruptive ideas and due diligence, and Government bodies seeking job creation and social benefits. The company positions itself as the intermediary that facilitates value exchange between these three pillars.
What specific IT services does Plan A Ventures offer?: On Slide 5, the company lists a wide array of technical consulting services including Java, DotNet, Oracle, SFDC, Pega, SAP, and Web Services. They also mention 'Social Local Mobile Analytics and Cloud Services' (misspelled as 'Analaytisc' and 'Servicees' on the slide), indicating a focus on legacy enterprise software alongside then-current mobile trends.
How does the company plan to engage with the government?: Engagement is divided into Agenda, Policy, and Execution. Specifically, they aim to 'set the right agenda before elections,' assist in creating 'Startup Policy,' and execute via entrepreneur associations, investor road shows, and web portals. This suggests a lobbying or high-level strategic advisory component to their business model.
What is missing from this pitch deck?: The deck is missing several critical components for a professional fundraise: there is no market sizing (TAM/SAM/SOM), no competitive analysis, no historical financial data or future projections, and no specific 'Ask' slide detailing how much capital they are raising or how it will be used. It functions more as a capabilities brochure than a venture investment deck.

Cover slide of the Plan A Ventures pitch deck — Plan A Ventures pitch deck, slide 1

Plan A Ventures pitch deck: the facts

Company: Plan A Ventures
Slides: 16

Plan A Ventures pitch deck PDF

The full Plan A Ventures 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 Plan A Ventures pitch deck was used for

This deck is a business plan presentation for Plan A Ventures, accessible via SlideShare at the specified URL. The company describes itself as building business ecosystems and acting as a bridge between entrepreneurs, investors, and government in emerging markets, including Global Majority regions such as Eurasia, Africa, Latin America, and ASEAN. The model appears service-heavy, spanning IT consulting, government policy advisory, and ecosystem-building services for biohealth, wellness, fintech, and banking projects in Asia. The deck is positioned as a strategic and business plan rather than a clearly labeled fundraising round, and no externally verified date, stage, or target raise amount for this specific deck can be confirmed from available sources.

What the Plan A Ventures deck got right

Focus on emerging Global Majority markets with substantial growth potential. The company’s positioning around building business ecosystems in Global Majority regions (Eurasia, Africa, Latin America, ASEAN) taps into large and fast-growing markets where international dealflow and structured ecosystem support can be highly valuable.
Ecosystem-building thesis that connects multiple stakeholder groups. Plan A Ventures emphasizes creating networks of interdependent companies and stakeholders—including suppliers, partners, customers, and government—to offer enhanced value, which aligns well with modern ecosystem-based development and investment approaches.
Identified verticals in biohealth, wellness, fintech, and banking. Public descriptions highlight capabilities in building biohealth and wellness projects in Asia and bringing international investments to Asian fintech and banking, providing sectoral focus areas that investors can evaluate.
Distinct bridging role between entrepreneurs, investors, and government. By positioning itself as an international dealflow company that sits between entrepreneurs, investors, and government, Plan A Ventures targets a differentiated role that can capture advisory fees and success-based compensation if execution is strong.
Cross-market knowledge transfer as a potential source of value. The concept of applying valuable concepts from one country or industry to another where they are novel suggests a cross-pollination strategy that can create arbitrage opportunities in emerging markets if backed by robust research and execution.
Emphasis on local adaptation and diverse market understanding. Available descriptions imply an understanding of diverse markets and an emphasis on adapting business models for local success, which is critical when operating across multiple emerging economies.

What could have been stronger

Lack of verifiable traction and financial detail in the deck. Based on the OCR snippet and the existing description, the deck focuses on conceptual framing of a "disconnected ecosystem" and the role of Plan A Ventures as a bridge, but provides no externally verifiable financials, fundraising targets, or evidence of traction (customers, projects completed, or revenue metrics). This makes it difficult for investors to assess scale, viability, or progress purely from the deck.
Broad, service-heavy scope without clear, corroborated focus. The deck describes a wide range of activities—from IT consulting to government policy advisory and ecosystem building—without externally verifiable evidence that these diverse services are operational under a coherent business model. This breadth can appear unfocused to investors trying to understand where the core value and revenue stream lie.
Limited externally validated market sizing and prioritization. While external descriptions emphasize building ecosystems across many regions and sectors, there is no verified information in or around the deck that quantifies market size, segment prioritization, or a go-to-market sequence tied to specific geographies. This weakens the deck’s ability to show that the opportunity has been rigorously sized and prioritized.
Competitive differentiation not clearly substantiated. The available materials frame Plan A Ventures as a bridge between entrepreneurs, investors, and government, but do not provide clearly verified competitive positioning—such as named comparable firms, differentiating capabilities, or proprietary assets—within the international dealflow or consulting space. This leaves investors guessing about how Plan A Ventures stands out.
Few tangible, externally verified examples of executed projects. Neither the deck (from the OCR excerpt) nor external references provide concrete implementation or case studies that demonstrate how the ecosystem-building thesis has been executed in specific projects. Without proven examples, the concept remains theoretical from an investor’s perspective.

How an investor would read this deck

What draws attention

How Plan A Ventures structurally connects entrepreneurs, investors, and government actors and what exact services and platforms are used to facilitate dealflow and ecosystem building.
Evidence of completed projects or ecosystems in Global Majority regions (Eurasia, Africa, Latin America, ASEAN) that demonstrate the practical outcomes of their ecosystem-building thesis.
The specific sectors where the firm has strongest capabilities—such as biohealth, wellness, Asian fintech, and banking—and how these tie into a repeatable, scalable business model.
The governance, regulatory, and compliance strategy for operating as an international dealflow company interacting with government and regulated industries across multiple jurisdictions.

Risks that stand out

Execution risk: the concept of building cross-border business ecosystems across multiple regions (Eurasia, Africa, Latin America, ASEAN) and sectors is complex, and without verified case studies or metrics, investors must assume significant implementation risk.
Focus risk: a service-heavy model that includes IT consulting, government policy advisory, and ecosystem building may diffuse resources and attention if not anchored in a clearly defined, validated core offering.
Regulatory and political risk: working closely with governments and in regulated sectors such as fintech and banking in emerging markets exposes the company to policy shifts, licensing requirements, and geopolitical tensions that can impact dealflow.
Fundraising risk: the absence of a clearly documented round size, terms, and existing investors in or around the deck indicates that capital formation may be at an earlier or informal stage, which can be challenging for institutional investors to engage with.
Credibility and data risk: given limited externally verifiable information on founders, financials, or outcomes, investors must spend more diligence effort to validate the team’s ability to deliver on an ambitious ecosystem thesis.

Questions this deck invites

Can you provide a detailed pipeline and track record of projects facilitated by Plan A Ventures, including counterparties, sectors, and realized outcomes (investments closed, jobs created, policy changes)?
What is the core revenue model—consulting fees, success fees on investments, retainers with governments or corporates—and how has annual revenue evolved over the last several years?
Which specific Global Majority markets are currently active for Plan A Ventures, and what local partnerships or licenses are in place to operate there?
How does Plan A Ventures manage regulatory risk and compliance when brokering international dealflow that involves government bodies and financial institutions?
What differentiates Plan A Ventures from traditional consulting firms, investment banks, or regional development organizations that also claim to build ecosystems and connect stakeholders?

What founders can take from the Plan A Ventures deck

A deck that emphasizes ecosystem concepts and bridging roles between entrepreneurs, investors, and government must still anchor itself in verifiable traction metrics—projects completed, funds mobilized, or policies influenced—to be compelling as an investment case.
Service-heavy, multi-sector strategies (IT consulting, policy advisory, ecosystem building) need a clearly articulated and externally demonstrable core revenue engine to avoid appearing unfocused.
For companies operating across diverse Global Majority regions, investors will look for concrete evidence of local execution capacity—partners, licenses, and case studies—rather than high-level geographic aspirations.
When a business plan is aimed at investors, it should present a clearly defined fundraising ask (round type, amount, use of proceeds) backed by realistic financial projections and milestones; their absence forces investors to infer too much.
Positioning as an "international dealflow company" and ecosystem builder benefits from explicitly naming the kinds of counterparties (VCs, corporates, governments) involved and showing repeatable patterns of collaboration.
Decks that rely heavily on conceptual language around ecosystems and interdependence gain credibility when paired with one or two deeply detailed examples that walk through the full lifecycle of a project from idea to measurable outcomes.

Plan A Ventures pitch deck: common questions

What does Plan A Ventures do?

Public information describes Plan A Ventures Inc. as an "international dealflow company" based in the Philippines that focuses on building business ecosystems in Global Majority regions such as Eurasia, Africa, Latin America, and ASEAN. It aims to connect entrepreneurs, investors, and government and develop projects in areas like biohealth, wellness, and Asian fintech and banking.

How much was Plan A Ventures raising with this business plan deck?

Available descriptions focus on business ecosystem building, international dealflow, and project development; they do not mention specific fundraising rounds, amounts, investors, or valuations tied to this particular business plan deck. As of the information retrieved, there is no verified funding announcement or filing that can be confidently linked to this deck.

What is the main idea of the Plan A Ventures business plan deck?

The SlideShare deck outlines a concept of a "disconnected ecosystem" in which Plan A Ventures positions itself as a bridge between entrepreneurs, investors, and government, offering IT consulting, policy advisory, and ecosystem-building services. Public profiles similarly emphasize creating networks of interdependent companies and stakeholders, including government, to offer enhanced value in emerging markets.

Where is Plan A Ventures based and who founded it?

Publicly available profiles indicate Plan A Ventures Inc. is associated with the Philippines and works across Global Majority regions, but do not provide a full founder list, legal registration details, or incorporation date. The SlideShare deck itself does not provide machine-readable founder details in the OCR provided.

Does the Plan A Ventures deck show any traction or financial track record?

The deck frames Plan A Ventures as a bridge between key ecosystem actors and highlights services like IT consulting and government policy advisory. However, neither the deck (based on available OCR) nor external sources provide verified revenue figures, funding metrics, or post-deck milestones such as exits. As a result, there is no externally confirmed track record visible from this deck alone.

Sources

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

Plan A Ventures pitch deck slides

Plan A Ventures pitch deck slide 1 of 16 — Plan A Ventures pitch deck — slide 1 of 16

Plan A Ventures pitch deck slide 2 of 16 — Plan A Ventures pitch deck — slide 2 of 16

Plan A Ventures pitch deck slide 3 of 16 — Plan A Ventures pitch deck — slide 3 of 16

Plan A Ventures pitch deck slide 4 of 16 — Plan A Ventures pitch deck — slide 4 of 16

Plan A Ventures pitch deck slide 5 of 16 — Plan A Ventures pitch deck — slide 5 of 16

Plan A Ventures pitch deck slide 6 of 16 — Plan A Ventures pitch deck — slide 6 of 16

What each slide of the Plan A Ventures pitch deck says

Slide 2

A What we do We seed, curate, mentor, partner and invest in various commercial and social ventures.

Slide 3

A The Problem — Disconnected Ecosystem me » un f = Free Tmae wie ENTREPRENE! RS =e ar ent 2 frame S ONS i = § 4 Trade xroa : ana] B= = id Entrepreneurs Seek Investors Need Government Wants * Investment ¢ Big & Disruptive * Job Creation « Advise/Services to Ideas « Social Benefits take from idea to ¢ Solid Founding Team « Development execution & Advisors * Govt. Support & e Calculated Risk Infrastructure Disclaimer: The information contained in this document is intended only for the use during this presentation and should not be disseminated or 3

Slide 4

* Mentoring lh + Investment Advisory Advisory * Government Advisory Fundraising Support * Equity Funding Support Services ) * Grants for Non-Profit through our | Network of Ventures oT + Management « Marketing « Networking Dsslers Th ifm tan coals fo hk docionE IS rns: oy Fo: Be 05 Horio As pressor SHOE wot bi hssannated ot 4 distributed to parties outside this presentation. No iabilty is whatsaever i accepted with respect to the use of this document or ts contents

Slide 5

+] Our Service Offerings to Entrepreneurs A Business Process, IT Social Local Mobile IT Constilting —~Java, : 4 . . DotNet, Oracle, Service and Analaytisc and Business Planning ) : SFDC, Pega, SAP, Consulting Cloud Servicees 4 Web Services . Globalization and Digital Marketing Design Bh Investment Site Selection Merchandise Advisory 2 Advisory - Art, Music, Culture, Business Not FOr, Bratt Government Sports and . Advisory & Fund 5 " Integration £0 Advisory Entrepreneurship Raising Events Disclaimer: The information contained in this document is intended only for the use during this presentation and should not be disseminated or 5

Slide 6

Traction — Our Portfolio of Ventures —— A++ Ventures will be a portfolio of ventures. Most will be independent business that use A++ Ventures for ideas, feedback, funding, guidance, partnership. Some ventures will be owned by founding members like Atul Kumar, some will be shared by group of members in an area of common interest (e.g. social ventures like Bihar Society, BEN, Patna Marathon, Litti Pe Charcha Healthy 2050 oo A++ Compu Lab IIM Association NRI Health Instant Medical A++ Training IM Partnerships Service Disclaimer: The Information contained In this document is intended only for the use during this presentation and should not be disseminated or 6

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