Quick Left’s deck functions more as a strategic manifesto or sales tool for their consulting services than a traditional venture capital pitch. By positioning their approach as a 'process' rather than a 'plan' (Slide 4), they align themselves with established Lean Startup principles. The deck is heavy on educational content, citing industry giants like Jim Collins, Steve Blank, and Eric Ries to build authority. The most significant contribution is the 'EVP Valley of Uncertainty' (Slide 25), which visualizes the difficult transition between a basic MVP and a monetizable Version 1.0. While it l…
Key takeaways
- The deck explicitly states that the 'best plan is, in fact, not a plan at all; the best plan is a process' (Slide 4).
- Quick Left defines the ROI of an MVP not as revenue, but as 'data, insight and the ability to recruit and retain Earlyvangelists' (Slide 37).
- A core concept introduced is the 'EVP Valley of Uncertainty,' representing the 4-month gap between MVP and a stable product (Slide 25).
- The presentation heavily leverages social proof through quotes from Jim Collins, Steve Blank, and Mark Zuckerberg (Slides 13, 19, 34).
- It provides a structured list of 11 potential value propositions for apps, including 'Business Intelligence,' 'Risk Mitigation,' and 'Exclusivity' (Slide 40).
- The deck includes a practical 'Worksheet' section to help founders identify their market gap and riskiest assumptions (Slide 43).
- There is no mention of the company's own financial performance, team bios (beyond a single quote), or specific investment terms.
- The timeline suggests a rigid 12-month path from Idea to V1.0, divided into three 4-month segments: Alpha, Private/Public Beta, and Launch (Slide 25).
The Philosophy of the Process
The Quick Left deck is a departure from the standard problem-solution-market size format. Instead, it focuses on the methodology of building . By framing their services around the Lean Startup movement, they position themselves as a low-risk partner for founders who are afraid of building something nobody wants.
Slides 1-7: Setting the Stage and the TL;DR
Slide 1 introduces the title: "Welcome to Your Minimum Viable Product (MVP): Leveraging Lean for Longterm Success." This immediately signals that the deck is educational. Slide 4 provides a market context, showing a graph from Localytics titled "Definitive Guide to Monetizing Your App." The graph projects total revenue growth from 2011 to 2017, reaching approximately $80M . The key takeaway here is the text: "the best plan is, in fact, not a plan at all; the best plan is a process." This is a classic consulting hook—invalidating the client's current approach (planning) to sell a new one (process).
Slide 7 provides a "TL;DR Summary," stating that rapid feedback cycles minimize the risk of investing in features customers don't need. It explicitly mentions that Quick Left focuses on core functionality to deliver ROI in terms of paid customers and feedback.
Slides 10-16: Theoretical Foundations
Quick Left leans heavily on external authority to validate their claims. Slide 10 features a quote from Brant Cooper, author of "The Lean Entrepreneur," regarding the pattern of failure caused by founders believing "what's between their ears" rather than market reality. Slide 13 introduces Jim Collins' concept of "Fire Bullets, Then Cannonballs" from the book Great By Choice . They define a "bullet" as a low-cost, low-risk, and low-distraction empirical test. This is an effective use of business literature to justify an incremental development approach.
Slide 16 visualizes the "Build-Measure-Learn Loop," a staple of Eric Ries’ Lean Startup methodology. The slide emphasizes that this loop is the "proven strategy for creating explosive growth" by focusing on "heroic assumptions."
Slides 19-22: Case Studies and Visual Metaphors
Slide 19 uses Facebook as a case study, contrasting the 2001-2014 motto "Move fast and break things" with the March 25, 2014, update: "Move fast with stable infra." This slide serves to show that even the most successful companies must eventually transition from pure speed to stability. Slide 22 uses the famous "Skateboard to Car" illustration by Mati Honorato. It argues that if you start by building a car, you have nothing useful until the end. If you start with a skateboard, you have a functional (if basic) transportation tool from day one. This is the most effective visual in the deck for explaining the MVP concept to non-technical stakeholders.
Slides 25-31: The Timeline and the Valley of Uncertainty
Slide 25 is arguably the most important slide in the deck. It introduces the "EVP Valley of Uncertainty." The timeline is broken into three 4-month blocks: Idea to MVP (Alpha) , MVP to EVP (Private Beta) , and EVP to V1.0 (Public Beta/Launch) . The graph shows that while the "Actual Features That Users Can Use" (Slide 28) increases steadily, the "Users Perceived Velocity of Value Addition" (Slide 25) dips during the beta phases. This prepares a founder for the psychological slump that often happens mid-development.
Slide 31 introduces the "Core Loop," quoting David Aycan of IDEO: "Don't let the Minimum win over the Viable." It defines the MVP as the identification of the loop that tests the fundamental value proposition.
Slides 34-40: ROI and Value Propositions
Slide 34 quotes Steve Blank on the death of "Stealth Mode," arguing that feedback is more valuable than secrecy. Slide 37 redefines ROI for an MVP, stating that it is not about money but about "data, insight and the ability to recruit and retain Earlyvangelists." It suggests that monetization strategies are just "hunches" until you have a "mountain of feedback from 1000 active users."
Slide 40 provides a menu of 11 Value Propositions, ranging from Exclusivity ("anyone who's anyone is on there") to Risk Mitigation (the "insurance" model). This slide is highly practical, giving founders a vocabulary to describe their business model beyond just "selling an app."
Slides 43-53: Practical Application and Team
Slide 43 is a worksheet designed to help founders articulate their Market Gap, Value Proposition, and Riskiest Assumption. This transforms the deck from a passive presentation into an interactive tool. Slide 46 reiterates the Build-Measure-Learn loop, noting that the process should be manual for the first 10-100 users before automating for 1MM users. Slide 49 lists "Required Reading + Watching," further cementing the deck's role as an educational resource. Finally, Slide 53 introduces Ingrid Alongi, CEO of Consulting, with a quote about crafting impactful solutions for complex problems.
What Works
Visualizing the Dip: The "EVP Valley of Uncertainty" is a brilliant way to manage client expectations. It acknowledges that progress isn't always visible to the user, which is a common point of friction between founders and developers. · Authority by Association: By citing Jim Collins, Steve Blank, and Eric Ries, Quick Left doesn't have to prove their own theories; they simply show they are the best executors of established, winning theories. · Practical Taxonomy: The list of value propositions on Slide 40 is a great value-add for a founder who might be struggling to articulate their competitive advantage.
What is Missing
Company Track Record: While the deck explains how they work, it doesn't show who they have worked for. There are no logos of past clients or testimonials regarding the success of products built using this specific timeline. · Pricing and Engagement Model: For a deck that feels like a sales tool, it is remarkably silent on what a Quick Left engagement actually costs or how the 4-month blocks are structured financially. · Technical Stack: There is no mention of the technologies they use (e.g., Ruby on Rails, React, AWS). For a development consultancy, this is a significant omission.
Founder Takeaways
Sell the Process, Not the Result: If you are in a service-based industry, your "product" is your methodology. Quick Left shows how to wrap a service in a proprietary-feeling framework like the "EVP Valley." · Use the Skateboard Analogy: Slide 22 is a masterclass in explaining complex product development cycles to non-technical investors. If your product is modular, use this visual. · Define Your ROI Early: Don't let investors judge your MVP by revenue if your goal is learning. Use Slide 37 as a template to set the KPIs for your early stages: data, insights, and "Earlyvangelists."
Frequently asked questions
- Is this a standard fundraising deck?
- No. This is a 'Lean MVP Deck' designed to educate potential clients or partners on the Quick Left methodology. It lacks the standard financial projections, competitive landscape, and 'The Ask' slide required for a VC pitch. It serves better as a top-of-funnel marketing asset or a framework for early-stage founders to organize their product development cycle.
- What is the 'EVP Valley of Uncertainty'?
- According to Slide 25, the EVP (Early Viable Product) Valley of Uncertainty is the period between the initial MVP and the V1.0 launch. During this phase, user perceived value may dip or stagnate as the team works through private and public betas. Quick Left argues this is where the 'real work' of testing primary assumptions and app maintenance happens.
- How does Quick Left define a successful MVP?
- They define it through the lens of learning rather than earning. Slide 37 notes that MVPs are typically not intended for monetization. Success is measured by the acquisition of 1,000 active users and the collection of enough feedback to move from 'hunches' to data-driven monetization strategies.
- Who is the intended audience for this deck?
- The audience is likely early-stage founders or corporate innovation teams. The inclusion of a 'Worksheet' (Slide 43) and 'Required Reading' (Slide 49) suggests this is a pedagogical tool meant to guide a user through the Lean Startup process while positioning Quick Left as the expert guide for that journey.
- What is the 'Core Loop' mentioned in the deck?
- On Slide 31, the Core Loop is described as the fundamental set of actions that test the primary value proposition. The deck warns founders not to let the 'Minimum' win over the 'Viable,' suggesting that the core loop must be functional enough to provide a meaningful test of the product's reason for existing.
