Silos positions itself as a bridge between the agility of startups and the scale of century-old industrial companies. The deck outlines a service-based business model centered on 'Startup2Corporate' pilot programs and 'Fusion Bootcamps' designed to train employees in entrepreneurial mindsets. While the deck successfully defines its methodology—moving from scoping and KPI setting to prototyping and market validation—it lacks essential investment data. There are no mentions of current revenue, specific corporate partners already signed, team biographies, or a clear financial ask. The presentati…
Key takeaways
- The company offers a pilot-focused accelerator program aimed at developing business concepts outside a corporation's core business (Slide 2).
- Silos targets century-old industrial companies that need to adopt startup tools and mindsets (Slide 6).
- The innovation process is divided into three primary stages: Scoping the Problem, Setting Innovation KPIs, and Investment Opportunities & Execution (Slide 3).
- A core offering is the 'Fusion Bootcamp,' an intensive session designed to pull corporate employees out of their comfort zones (Slide 7).
- The deck mentions an 'invite only based program for best students,' suggesting a talent pipeline component to their model (Slide 4).
- Prototyping services include creating MVPs, validating features through first iterations, and gathering real-world user feedback (Slide 5).
- The deck is missing all standard financial metrics, including revenue, pricing models, and the specific funding amount requested.
- There is no team slide included in the provided 8 slides, leaving the 'business designers' mentioned on Slide 6 anonymous.
Slide-by-Slide Analysis
Slide 1: Title Slide
The cover slide features the company name 'Silos' in a clean, sans-serif white font. The logo consists of interconnected circles in pink, orange, blue, and teal, suggesting a theme of connectivity or networking. The background image shows three individuals in a professional setting, two of whom are shaking hands. This reinforces the 'partnership' and 'deal-making' nature of the business, though it provides no immediate clue as to the specific industry or technology.
Slide 2: Startup2Corporate
This slide introduces the core mission: 'Startup2Corporate.' It states the goal is to 'embrace innovation in a structural way.' The text explains that Silos aims to help companies by creating and supporting corporate venture teams that develop business concepts outside the core business within a short period of time. It highlights a 'Pilot-focused accelerator program' and uses three keywords: Innovate, Discover, and Learn. This slide establishes Silos as an intermediary between the startup ecosystem and the corporate world.
Slide 3: Immediate Impact
Slide 3 focuses on the methodology of the pilot programs. It claims to bring 'the best global brands and the most promising technologies together.' The process is visualized through three overlapping bubbles: 'Scoping the Problem,' 'Set Innovation KPI's & Criteria,' and 'Investment Opportunities & Execution.' The slide emphasizes 'measurable results,' which is a critical selling point for corporate clients who are often skeptical of 'innovation theater' that lacks clear ROI.
Slide 4: Define Strategy
This slide outlines what participants need to do: scope the business, set KPIs, find partners, and consider investment opportunities. A notable addition here is the text 'Invite only based program for best students.' This is the first mention of students, which introduces a potential talent-sourcing element to the business model. It suggests that Silos may be recruiting high-potential individuals to staff the corporate venture teams they are helping to build.
Slide 5: Prototyping
The 'Prototyping' slide moves from strategy to execution. It lists five requirements for participants: creating an MVP, validating features through a first iteration, gathering real-world user feedback, using a framework for experiments, and using graphic design for visuals. The call-out bubble 'Bringing Idea to Market' summarizes the goal of this phase. The background image of a cluttered desk with computers and notes is intended to evoke a 'startup-like' working environment.
Slide 6: Innovate Like Startups
This slide serves as the 'Why Now' or 'Problem' slide, though it appears late in the sequence. It specifically targets 'Century old industrial companies,' noting they can learn from 'fast moving startups.' It mentions a 'team of business designers' who monitor startup hubs worldwide to apply entrepreneurial tools to corporate complexity. The phrase 'pull people out of their comfort zone' is used here and repeated later, suggesting it is a core part of their brand identity.
Slide 7: Learn How to Innovate
Slide 7 breaks down the specific service products. The 'Fusion Bootcamp' is described as an intensive session to train employees to be entrepreneurial while keeping ownership in-house. The 'Lean Fusion Concept' is described as 'not a standard consult' but a hands-on partner that applies growth-hacking to get market traction. This slide is the closest the deck gets to a product description, framing their offerings as a blend of training and active project management.
Slide 8: Become a Partner
The final slide in the provided set is a call to action featuring a quote: 'Alone we can do so little but together we can do SO MUCH!' The background shows an aerial view of a team working around a table. This slide is designed to solicit partnerships but lacks specific contact information or a clear 'ask' regarding investment terms, which is a significant omission for a fundraising deck.
What Silos Does Well
Clear Process Definition: The deck does an excellent job of breaking down a vague concept like 'innovation' into a repeatable, step-by-step framework. By using terms like 'Scoping,' 'KPIs,' and 'MVP,' Silos speaks the language of both corporate executives (who want structure) and startups (who want speed).
Targeted Messaging: The specific mention of 'century old industrial companies' on Slide 6 is a strong move. It identifies a clear niche—traditional industries that are most at risk of disruption—and positions Silos as the necessary bridge to modernity.
Visual Consistency: The use of the bubble motif and a consistent color palette (pink, orange, blue, teal) across all slides creates a professional and cohesive brand image. The layout is uncluttered, making the text easy to digest during a quick flip-through.
What is Missing from the Deck
The Team: In a service-based business, the 'business designers' are the product. The lack of a team slide with biographies, past corporate successes, or startup exits is a major red flag for investors. Investors need to know who is leading these bootcamps and why they are qualified to teach innovation.
Traction and Case Studies: While the deck mentions 'measurable results' and 'global brands,' it does not name a single client or provide a case study of a successful pilot. Without proof of concept, the claims of 'immediate impact' remain theoretical.
Business Model and Financials: There is no information on how Silos makes money. Is it a flat fee per bootcamp? A percentage of the corporate venture fund? Equity in the resulting startups? Furthermore, the deck lacks a 'The Ask' slide, leaving potential investors in the dark about how much capital is being raised and how it will be used.
Market Size: The deck fails to quantify the opportunity. How many 'century old industrial companies' are there, and what is the total addressable market (TAM) for corporate innovation services?
Founder Takeaways
Sell the Outcome, Not Just the Process: Silos spends a lot of time explaining how they work (bootcamps, scoping, prototyping) but not enough time showing what they have achieved. Founders should ensure that for every 'process' slide, there is an 'outcome' slide showing real-world success.
Define Your Role Clearly: Silos straddles the line between a consultancy, an accelerator, and a recruitment firm (due to the mention of students). This can be confusing. Founders should pick a primary identity and lead with it to avoid looking like a 'jack of all trades, master of none.'
Don't Hide the Ask: A pitch deck is a tool for a transaction. If you are looking for investment, you must state the amount, the terms (or at least the instrument), and the milestones that the new capital will help you reach. Omitting the ask makes the deck feel like a sales brochure rather than a fundraising document.
Use 'Comfort Zone' Language Carefully: While 'pulling people out of their comfort zone' (Slide 6 and 7) sounds exciting, it can be a hard sell to conservative corporate HR departments. Founders should balance 'disruption' language with 'de-risking' language to appeal to the cautious nature of large organizations.
Frequently asked questions
- What is the primary problem Silos is trying to solve?
- Silos addresses the innovation gap in large, 'century old' industrial companies. According to Slide 6, these organizations struggle to invent the future using 'tools from the past.' Silos provides a framework to apply startup methodologies—like lean concepts and growth hacking—within the complex environment of a large corporate structure to create new business concepts outside the core business.
- How does Silos structure its innovation programs?
- The programs are structured as 'Startup2Corporate' pilots. As shown on Slide 3 and Slide 5, the process involves scoping problems, setting measurable KPIs, and then moving into a prototyping phase. This phase includes building a Minimal Viable Product (MVP), structuring experiments, and gathering user feedback to bring an idea to market quickly.
- What are the specific service offerings mentioned in the deck?
- Silos highlights two main products: the 'Fusion Bootcamp' and the 'Lean Fusion Concept.' The bootcamp is an intensive training session for employees to foster entrepreneurial thinking. The Lean Fusion Concept (Slide 7) is a more hands-on consultancy service that applies growth-hacking basics to help corporate projects gain market traction while keeping ownership in-house.
- Who is the intended audience for the Silos program?
- The deck identifies two distinct participant groups. Slide 4 mentions an 'invite only based program for best students,' suggesting a recruitment or educational angle. However, the primary target is 'large organizations' and 'industrial companies' (Slide 6) that need to fuel transformation by partnering with startups or training their own internal venture teams.
- Is this a software-as-a-service (SaaS) company?
- Based on the slides provided, Silos appears to be a service-based consultancy or agency rather than a SaaS company. The language emphasizes 'our team of business designers' (Slide 6) and 'working together on new product ideas.' There is no mention of a proprietary software platform; the value proposition is built on methodology, training, and partnership facilitation.
