Slide 1 is a classic example of how to open a deck: single, clean visual with the logo, a short, memorable tagline (“Build Better Products”), and a date. The slide sets tone and audience expectations without distracting details — investors immediately know this is a product-focused company and that the deck will be about enabling product teams. The background cityscape and consistent color palette also establish brand identity and professionalism.

Founders can learn from this restraint: a title slide should establish the mission and brand cadence, not cram in metrics or team bios. That one-line mission gives the rest of the presentation a through-line, so every subsequent slide can be judged against whether it helps teams “build better products.”

Slide 2 packs several investor-critical elements: a short ‘About us’ summary, financing history, ARR and headcount (ARR partially redacted here), marquee customers (logos), executive team photos/bios, and a clear chart of ARR growth. This slide balances social proof (Microsoft, Autodesk, Twitter icons) with operational evidence (rapid ARR curve and a headcount metric). Showing the executive team with affiliations (MIT, Stanford, McKinsey, Optimizely) reinforces that the company has relevant domain and execution experience.

The design is effective because it consolidates trust signals that VCs look for at a Series C: repeatable revenue trajectory, endorsements from recognizable customers, and a strong leadership bench. Founders should note the order — customers and growth are prominent — and that high-quality visuals (portraits, logos, and a simple growth area chart) communicate maturity faster than text-heavy slides.

Slide 3 delivers the core market insight in a single, emphatic sentence: “All companies are turning into digital product businesses.” It’s a crisp macro thesis that creates urgency and frames the addressable market. By making this the anchor, Amplitude primes investors to interpret subsequent slides through the lens of widespread digital transformation rather than a niche analytics play.

This approach teaches founders to lead with a broad, intuitive market shift that justifies a large opportunity. The simpler and more universal the statement, the easier it is for investors to map industry trends (mobile, SaaS, IoT) onto the product’s value proposition. A one-line market thesis is especially powerful when followed immediately by concrete examples and customer evidence.

Slide 4 uses a three-column timeline (1995, 2005, 2015) across multiple verticals to show how digital channels evolved into product experiences (e.g., Netflix, Amazon, GE Predix). This visual mapping is persuasive: it converts an abstract trend into tangible, familiar examples and demonstrates that what were once marketing or distribution innovations are now core product experiences. It’s effective because it educates the investor and strengthens the claim that product analytics is now mission-critical.

Founders can replicate this by grounding big market claims with simple historical comparisons and industry logos that highlight progress over time. The slide also implicitly argues that incumbent approaches (legacy analytics) are obsolete — a gentle setup for introducing a differentiated solution.

Slide 6 frames the technical and operational challenge: understanding product requires understanding complex, multi-step user behaviors and being able to run those queries in real time. The slide contrasts prior eras (point-in-time transactions, linear page views) with modern behavioral complexity, making it clear why legacy BI and marketing analytics fall short. It articulates the pain point in user and team language — not just technical jargon — which helps non-technical investors grasp product-market fit.

This is an instructive example of problem-first storytelling. By demonstrating the kinds of questions product teams actually ask (retention of yesterday’s signups, conversion flows, which customers increase usage), the deck signals that Amplitude’s feature set was purpose-built. For founders, the lesson is to present the precise, job-to-be-done for customers and show why incumbents can’t solve it — then align product capabilities directly to those jobs.

Slide 8 transitions to solution and value props: Behavioral Layer, Rapid Collaboration, Massive Scalability, Product Playbook, and Custom Queries. Each capability maps neatly back to the problems earlier slides described — showing causality between need and feature. The inclusion of an example metric (events last month: 17.6B) and the emphasis on collaboration and playbooks indicate Amplitude’s focus on enterprise customers, not just data teams.

This slide is effective because it moves beyond generic claims to tactical differentiators: real-time scale, team workflows, and methodology. Founders should emulate this structure when describing products: list a small set of differentiated capabilities, tie each to customer outcomes, and include at least one operational metric to prove scale.