When you’re building a startup, business planning is not a one-size-fits-all journey. The way you think at the pre-seed stage will need to shift as you grow into Series A. It’s not just about having more money or a bigger team. It’s about changing how you plan, decide, and prioritize. In this article, we’ll walk through 30 data-backed shifts in business planning from pre-seed to Series A. Each one reveals how your mindset, systems, and focus need to evolve. If you’re moving from early chaos to structured growth, this guide will show you what matters most and when.
1. 80% of pre-seed startups prioritize product development over scalability
At the pre-seed stage, most founders are focused on building something people actually want. You’re probably heads-down building the MVP, fixing bugs, and talking to users. This makes sense. You can’t scale something that doesn’t work yet.
But here’s the trap: if you stay in “build mode” too long, you may delay go-to-market traction. The goal at this stage should be building just enough to validate real demand. You don’t need every feature or a polished UI. You need real users giving you real feedback.
Start thinking ahead early. While your priority is the product, keep a running document that outlines how you might scale. Sketch out the basic unit economics. Even if you don’t act on them now, this will shape smarter choices later.
A good practice is to allocate 80% of your time to product, and 20% to understanding how you’ll acquire customers once it’s ready. Ask yourself: what will break if we get 1,000 users tomorrow? This prepares your mindset for the next phase—scalability.
2. 65% of Series A startups allocate over 40% of funding to go-to-market strategies
Once you hit Series A, everything changes. You’re no longer proving the product exists. You’re proving it can grow.
This is why over 40% of Series A funds go into sales, marketing, and growth operations. At this stage, VCs are looking for traction and repeatable growth. You need a go-to-market engine—whether it’s inbound marketing, outbound sales, partnerships, or something else.
Here’s the tactical shift: stop thinking of growth as an afterthought. Hire marketers or growth leads early in Series A. Build a customer acquisition funnel. Start tracking conversion rates. Set monthly acquisition goals and hold your team accountable.
Also, test multiple channels at once. Paid ads, cold email, webinars, content—see what sticks. Once something shows promise, double down. And don’t be afraid to spend. That’s what the funding is for.
3. Only 30% of pre-seed startups have a formalized business model
Many pre-seed founders have a great idea, but when you ask “how will you make money?” they fumble. That’s normal. You’re still figuring things out. But eventually, you need more than a vision.
Formalizing your business model means knowing who pays you, how often, and why. You don’t need a 20-page plan. A simple one-page canvas is enough. Map out your value proposition, customer segments, pricing, and revenue streams.
Try different revenue models in small experiments. Subscription? Freemium? One-time purchase? Test them with real users and real pricing. Feedback is your best friend.
Startups that figure this out early have a huge edge when pitching for Series A. Investors want proof that someone is willing to pay you—and keep paying.
4. 92% of Series A companies have a detailed revenue forecast
At Series A, it’s no longer acceptable to say, “we’ll figure out the numbers later.” Investors expect a detailed monthly revenue projection, ideally broken down by customer segments, channels, and pricing tiers.
This isn’t just for show. A revenue forecast helps you make better decisions. You’ll know when to hire, when to invest in growth, and when to raise again.
To build one, use historical data—even if it’s just a few months. Add in your growth assumptions, seasonality, and churn. Be realistic, not optimistic. And revisit your forecast monthly. Tweak it based on what actually happened.
Don’t outsource this. Founders should understand every line of their forecast. When a VC asks why churn is higher in Q2, you need to have the answer.
5. 75% of pre-seed founders operate without a CFO or financial advisor
Money management is often overlooked at the pre-seed stage. Most founders wear multiple hats, and finance gets pushed aside. But even basic financial planning can protect you from running out of cash too soon.
You don’t need a full-time CFO. But having an advisor who checks your burn rate, cash flow, and runway monthly is incredibly valuable. This can be a part-time consultant, mentor, or experienced angel.
Also, use basic tools—like a Google Sheet budget or a simple financial model. Track every dollar coming in and out. Know how many months of runway you have. Plan for 18 months minimum.
Without this, you’re flying blind. And if you don’t know your numbers, investors won’t trust you with theirs.
6. 88% of Series A startups have at least one dedicated finance hire
When you raise Series A, your finances can’t live in a spreadsheet anymore. You need someone owning it full-time. That’s why most companies at this stage bring on a finance hire—whether it’s a head of finance, controller, or CFO.
This role isn’t just about bookkeeping. They handle budgeting, investor reporting, scenario modeling, and often help with future fundraising. They become your co-pilot for growth planning.
Hire someone who understands startups. Big company CFOs may not thrive in chaos. Look for someone scrappy who can do forecasting and handle QuickBooks at the same time.
If you can’t afford a full-time hire, bring on a fractional CFO. But make it a priority. Investors love to see financial maturity early in the Series A journey.
7. Pre-seed startups spend 60% of planning time on MVP validation
Your MVP is everything in the pre-seed phase. It’s your test lab, your proof of concept, your entry into the market. That’s why most of your time goes into validating it.
Validation means more than building. It’s talking to users, watching them use your product, collecting feedback, and iterating fast. It’s less about “is the product done?” and more about “is this solving a real problem?”
Don’t obsess over perfection. A simple landing page with a waitlist can be a form of validation. So can a Figma prototype. The goal is to learn as much as possible with as little code as possible.
Founders who validate well build products that people actually want. And that’s the foundation for everything that follows.
8. Series A startups dedicate 50% of planning efforts to scaling operations
Once the MVP works, the big question becomes: how do we grow this reliably? That’s where your planning focus shifts to operations—things like hiring, processes, systems, and structure.
Scaling isn’t sexy. But it’s what separates good startups from great ones. You need to think about onboarding, support, delivery, and communication. You need clear processes that don’t fall apart when the team grows from 5 to 25.
Start by mapping every key process in your startup. How do customers sign up? How are bugs reported? Who handles demos? If any of these rely on one person, you have a bottleneck.
Then, start automating or delegating. Build templates, playbooks, and SOPs. Hire people who love systems. And always ask: if we triple in size next quarter, what breaks?
9. Only 25% of pre-seed companies track CAC and LTV metrics
Customer Acquisition Cost (CAC) and Lifetime Value (LTV) might sound like advanced metrics, but understanding them early can save you from building an unsustainable business.
At the pre-seed stage, many startups are still experimenting with how they’ll acquire users. That’s totally fine. But if you’re spending money (or time) on acquiring users and not tracking how much it costs or how much they’re worth over time, you’re guessing in the dark.
You don’t need perfect data. Start with estimates. How much are you spending on marketing per month? How many users are converting? What’s your average revenue per user?
These early calculations can help guide whether your growth channels make sense. If it costs you $200 to acquire a customer that brings in $50 in revenue, you’ll need to rethink your pricing or your targeting.
Use a basic spreadsheet to plug in your CAC and LTV assumptions. As you grow, update it with real data. By the time you’re pitching for Series A, having a solid grasp of these two numbers will set you apart.
10. Over 90% of Series A companies monitor unit economics monthly
At Series A, it’s not just about growing fast. It’s about growing smart. That’s where unit economics come in—understanding the revenue and cost for each individual customer.
When 90% of Series A companies track this monthly, it’s because they know investors are watching. And so should you.
Unit economics include CAC, LTV, gross margin, churn, and payback period. Monitoring these tells you if you’re scaling a healthy business. If your CAC is going up while LTV stays flat, it’s a red flag. If your churn is creeping up, it’s time to dig into retention.
You don’t need to be a finance expert. Just build a dashboard that updates monthly with your core metrics. Look at trends, not just snapshots. Ask: are we getting more efficient over time?
Share this data with your team too. When everyone knows what good economics look like, better decisions get made across the board.
11. 70% of pre-seed companies don’t have KPIs defined
Without KPIs, it’s easy to feel productive while actually spinning your wheels. Pre-seed teams often focus on building and testing, but without clear metrics, it’s hard to tell if you’re moving in the right direction.
Key Performance Indicators don’t have to be fancy. Just pick 2–3 numbers that show whether you’re on track. It might be weekly active users, demo signups, or feature usage. The point is to measure what matters.
Make these KPIs visible. Put them on a whiteboard or in your weekly check-ins. Celebrate when you hit them. Learn when you don’t.
Also, tie KPIs to your current goals. If your goal is product-market fit, measure engagement, not revenue. If you’re launching a paid version, track conversion rate.
KPIs give your team focus. They turn vague progress into something measurable. And that’s how you build momentum.
12. 95% of Series A companies report progress using clear KPIs
By the time you hit Series A, everything runs on numbers. Investors expect updates on specific KPIs. Your team expects goals they can own. And you, as a founder, need clarity to make decisions.
Start by picking core KPIs for each department—product, marketing, sales, support. These should roll up into a company-level dashboard you review weekly or monthly.
Then, use tools to track them automatically. Whether it’s Google Sheets, Notion dashboards, or SaaS analytics platforms, make data easy to access and impossible to ignore.
Make it a habit to review KPIs regularly in team meetings. Use them to guide discussions, not punish performance. If a number is down, ask why and how to improve it—not who messed up.
Clear KPIs turn your business from reactive to proactive. They give you a roadmap, and they keep your team aligned on what truly matters.
13. Just 10% of pre-seed startups have a formal HR or hiring plan
Hiring usually happens reactively in the early days. Someone leaves or the team’s overwhelmed, and you scramble to post a job. But even a simple hiring plan can save you time, money, and mistakes.
Start by asking: what roles will we need over the next 6–12 months? What will trigger those hires—funding, revenue, growth? Write it down.
Next, define what success looks like for each role. Don’t just hire a “marketer.” Hire someone to “grow organic traffic by 50% in 6 months.” This clarity helps you find the right fit faster.
Also, map out your interview process. Who screens candidates? What questions will you ask? How do you evaluate fit?
Founders who plan hiring early build stronger teams, faster. They don’t just hire to fill gaps—they hire to unlock growth.
14. 85% of Series A startups follow structured recruitment roadmaps
Series A hiring can’t be improvised. You’re building fast, and the wrong hire now costs more than just money—it costs time and momentum.
Structured recruitment roadmaps help you hire smarter. They outline your hiring needs, timelines, sourcing strategy, interview process, and onboarding plan. They also help you stay consistent and avoid bias.
At this stage, start using tools like applicant tracking systems (ATS) and structured interview scorecards. These systems may feel overkill, but they streamline decisions and help you scale culture.
Also, get clear on your employer brand. Top talent is evaluating you as much as you’re evaluating them. Share your mission, your values, and what it’s like to work at your company.
Remember, every hire at Series A is a multiplier. Hire people who raise the bar—and build systems that help you find them faster.
15. 78% of Series A startups aim for international market expansion
Series A is often the point where startups start to look beyond their home market. Expanding internationally opens up new customers, new partners, and often, better economics.
But going global isn’t just translating your website. It’s understanding local regulations, payment systems, culture, and competition. It requires research, planning, and local expertise.
Start with low-risk experiments. Run ads in a new market. Launch a local landing page. Offer support in a second language. These small steps help you test interest before fully committing.
Also, decide whether to hire locally or serve remotely. Some markets require feet on the ground, while others can be supported from HQ.
Series A funds can support this expansion—but only if you plan well. Don’t chase international growth just for the optics. Make sure there’s real demand and a clear go-to-market path.
16. Less than 20% of pre-seed companies consider global expansion
At the pre-seed stage, most startups are laser-focused on their local market—and for good reason. It’s easier to validate ideas, test pricing, and build relationships in familiar territory.
But that focus can sometimes become a blind spot. If your product has global potential, thinking internationally early—at least at a strategic level—can be a huge advantage later.
Start by researching similar solutions in other markets. Are they solving the same problem? Is your product more affordable or more efficient than what’s already out there?
Even simple moves can lay a foundation. For example, build your product and brand with internationalization in mind. Use global-friendly payment processors, avoid region-specific UI elements, and register a .com domain instead of a local one.
While execution might remain local for now, having a global perspective helps you spot bigger opportunities before your competition does.
17. 60% of Series A funding goes toward customer acquisition
After raising Series A, you have one core job—acquire more customers, faster. That’s where the bulk of your budget now goes. And it should.
You’ve proven product-market fit. Now it’s about building a repeatable engine that drives growth. This means hiring sales reps, running marketing campaigns, optimizing conversion funnels, and investing in brand.
Start by mapping out your entire acquisition journey. Where do people find you? What makes them convert? What holds them back?
Then, double down on what works. If content drives leads, hire writers. If outbound email brings demos, scale the list-building. Test constantly. Measure relentlessly.
Also, avoid overspending too soon. Aim for efficient growth—where your CAC stays in line with LTV. That way, your engine doesn’t just run—it fuels the next round too.
18. 55% of pre-seed funding is spent on product and tech development
In the earliest days, building the product takes priority. It makes sense—without something to show, there’s nothing to sell. That’s why more than half of pre-seed budgets go into tech and development.
But it’s important to spend wisely. Avoid the trap of building out a “perfect” product without customer validation. The goal is to create a functional MVP that solves a real pain point.
Outsourcing can work for speed, but make sure your core product knowledge stays in-house. And always keep your roadmap flexible. Pre-seed startups often pivot, and a rigid tech stack can hold you back.
As you spend on development, ask yourself: are we building features people ask for, or features we think they’ll want? Every dollar should move you closer to validation.
19. Pre-seed startups spend only 5% of time on legal or compliance planning
Let’s face it—legal and compliance aren’t the most exciting parts of a startup. At the pre-seed stage, they often get pushed aside. But ignoring them can come back to bite you.
You don’t need a full legal team. But you do need solid basics: incorporation documents, IP assignments, NDAs, a clear cap table, and terms of service.
These documents protect your startup and make you “due diligence ready.” If you skip this now, you might find yourself rushing to clean up the mess when a Series A investor comes knocking.
Also, if you’re handling user data—especially in regions like the EU—basic compliance with laws like GDPR isn’t optional.
Spend a few hours getting your legal house in order. It’ll save you weeks down the line.
20. 70% of Series A startups implement legal audits and IP protections
At Series A, your company becomes a more serious business entity. Investors want to know that everything is buttoned up legally. That’s why 70% of startups at this stage conduct legal audits and put IP protections in place.
This includes reviewing your cap table, checking all employee and contractor agreements, ensuring all IP is assigned to the company, and protecting trademarks or patents where applicable.
Hire a startup-savvy law firm to do a one-time audit. They’ll flag risks, missing documents, or ambiguities in ownership. Fix them now, not during a fundraise.
Also, start thinking proactively. If your tech is core to your value, talk to a patent attorney. If you’re building a brand, trademark your name and logo.
Solid legal groundwork builds trust—with your team, your partners, and especially your investors.
21. 50% of pre-seed companies lack a formal fundraising strategy
At the pre-seed stage, many founders raise money based on their network or story. There’s often no clear strategy—just a pitch deck and some hope.
But hope is not a plan. Even at this stage, having a fundraising strategy can dramatically increase your odds of success.
Start by setting a fundraising goal that aligns with your 18-month runway needs. Then, research funds that invest at your stage and in your sector. Make a list of at least 50 investors. Prioritize based on fit, check size, and past investments.
Create a timeline with key milestones. Don’t start reaching out until your story, pitch, and data are ready. Once you do, treat fundraising like a sales process: track every investor, follow up consistently, and move them through your pipeline.
A strategic approach helps you raise faster—and keeps you focused on building, not begging.
22. 90% of Series A companies plan next rounds 6–12 months in advance
Fundraising doesn’t stop once you close a round. In fact, smart founders start planning for the next one almost immediately.
Series A companies typically look ahead 6–12 months to prep for their next raise. That includes setting growth targets, building a list of Series B investors, and refining their metrics.
Create a “next round” plan that outlines what you’ll need to show—revenue growth, retention, team maturity—and reverse-engineer your milestones. What do you need to hit in 3, 6, and 9 months to look attractive?
Also, start building investor relationships early. Send updates every quarter to potential Series B investors, even if you’re not raising yet. When it’s time, you won’t be a stranger.
Planning early gives you leverage—and keeps you out of the “raise in panic” trap.
23. 65% of Series A startups have formal OKRs; only 12% of pre-seed do
OKRs—Objectives and Key Results—bring structure to your goals. But only a handful of pre-seed startups use them. By Series A, that changes.
OKRs align the whole team. They break big goals into measurable steps and assign clear ownership. If you’re not using them yet, start small. Pick one objective for the company—like “Improve customer retention”—and define 3 key results.
Keep them simple and public. Review them monthly. If you miss a target, ask why and adjust. If you hit it, double down.
At Series A, OKRs become even more important. You’re growing fast, and people need direction. With clear OKRs, every team knows what success looks like—and how to chase it.
24. Pre-seed founders pitch vision; Series A founders pitch traction
When you’re at the pre-seed stage, you don’t have much data. What you do have is a bold vision—something that paints a picture of a better future. That’s what you sell to investors: the problem, your unique insight, and why you’re the team to solve it.
This is where storytelling is everything. Your pitch needs to spark belief. Talk about why now is the right time for your solution. Show passion, energy, and clarity.
But once you reach Series A, the game changes. Investors still care about vision, but now they want proof. Proof that your idea works. Proof that customers are paying. Proof that you can grow.
You need charts, dashboards, and traction metrics. Revenue, engagement, churn, CAC—all the things that show your business is real and repeatable.
Shift your pitch accordingly. At pre-seed, you’re raising on faith. At Series A, you’re raising on facts. Learn to tell both stories well—and know when to use each one.
25. 85% of pre-seed teams are under 10 people; Series A teams average 25
Team size impacts everything—from speed to structure. Most pre-seed startups are lean. Less than 10 people means fast decisions, close collaboration, and few formal processes.
But once you raise Series A, the team often triples in size. You’ll bring on engineers, marketers, sales reps, and support staff. Communication becomes more complex. Culture needs to be more intentional.
This is when you’ll need to start thinking like a real organization. Define roles. Create onboarding docs. Set up performance reviews. It may sound corporate, but it helps keep the chaos manageable.
Also, hire leaders, not just doers. You can’t manage 25 people yourself. Bring in people who can build teams under them.
As your team grows, so does your need for clarity. Processes don’t kill startups—poor communication does. Build for scale from the start.
26. 95% of Series A companies use CRM and analytics tools; only 35% of pre-seed do
At the pre-seed stage, you might get by with Google Sheets and sticky notes. But that only works for so long.
As you grow, you need systems that give you visibility into what’s working—and what’s not. That’s why almost all Series A startups invest in CRM and analytics tools.
Start simple. Use HubSpot or Pipedrive for CRM. Use Mixpanel or Amplitude to track product engagement. Connect everything through dashboards like Google Data Studio or Notion.
These tools don’t just give you data—they help you scale smarter. You’ll see where leads come from, where users drop off, and where to focus your time.
The earlier you start, the easier it is to grow. Don’t wait until Series A to clean up your data stack. Build a system that supports your decisions from day one.
27. 72% of Series A startups invest in brand strategy; just 18% of pre-seed do
Brand feels like a “nice to have” when you’re in survival mode. Most pre-seed startups skip it, focusing on features instead. But once you grow, brand becomes a powerful tool for differentiation.
A strong brand builds trust, loyalty, and pricing power. It attracts better talent. It turns customers into evangelists.
Start with the basics. What do you stand for? What tone do you use? What makes you different from competitors? Put it in a simple brand guide and share it with your team.
Then, invest in consistency. Make sure your website, social media, product UI, and even your pitch deck all tell the same story.
As you grow, consider hiring brand designers and marketers. Because in crowded markets, the best product doesn’t always win—the best brand often does.
28. 45% of pre-seed startups operate with no clear customer persona
Without a customer persona, it’s hard to write marketing copy, prioritize features, or even sell your product. Yet nearly half of pre-seed startups skip this step.
Creating personas isn’t about making pretty slides. It’s about understanding who you’re building for. What do they care about? What do they fear? What frustrates them?
Talk to your early users. Ask about their day, their goals, their pain points. Group those insights into clear personas—maybe one for your ideal buyer, one for your power user.
Use these personas in product planning, messaging, and outreach. Tailor your email copy. Design your landing pages to speak directly to them.
The more you understand your customer, the easier everything else becomes. Guessing is expensive. Research is not.
29. 90% of Series A companies use data to drive planning decisions
At Series A, planning without data is like sailing without a compass. That’s why almost every company at this stage puts data at the center of decision-making.
This doesn’t mean you need fancy AI models. It means using real numbers to guide your choices. How are users behaving? Which channels are converting? What features increase retention?
Build a dashboard with your most important metrics. Review it weekly. Ask “what is this data telling us?” before every major decision.
Also, encourage a data culture. Teach your team to back up ideas with numbers. Create a safe space for experimenting—and failing—based on what the data says.
Data doesn’t kill creativity. It sharpens it. It tells you which ideas are worth doubling down on.
30. Only 40% of pre-seed companies update business plans quarterly; 88% of Series A do
Business planning isn’t a one-time event. Things change fast, especially in startups. That’s why smart founders revisit their business plans regularly—especially after new data, funding, or shifts in the market.
At the pre-seed stage, most plans are static. But they should be living documents. Update your roadmap every quarter. Revisit your financial model. Review your milestones.
At Series A, this becomes non-negotiable. You’ll have board meetings, investor updates, and team all-hands. Your plan needs to reflect reality—not outdated assumptions.
Make a habit of quarterly planning cycles. Set goals, review progress, and adjust as needed. Keep the document short but clear. The goal isn’t perfection—it’s alignment.
Startups that plan quarterly stay focused, move faster, and hit their targets more often.
Conclusion
The shift from pre-seed to Series A is a transformation. It’s not just about money—it’s about maturity, structure, and strategy. Every startup makes this leap in their own way, but the patterns are clear.
What works at pre-seed will eventually break. And what feels like overkill now will be your secret weapon later.
