// PODCAST

How Seed Investors Evaluate Startups: Brendon Rogers, 2am VC

Wag co-founder and 2am VC general partner Brendon Rogers explains how early-stage investors judge founders, markets and pitch decks, and how founders should choose and approach investors.
Brendon Rogers, 2am VC on The Builders Club Startup Founders Podcast
Advertisement

What does an investor actually look for when a pre-seed deck lands in the inbox? Brendon Rogers, co-founder of 2am VC, answers without the usual polish.

A Wag co-founder turned India-focused seed investor, Brendon joined The Builders Club to talk about backing young founders, vetting investors in return, and the habits that win early deals.

How do seed investors evaluate startups? Brendon Rogers’ framework

Brendon says there is little data at pre-seed and seed, so the decision rests first on the founder and second on the size of the market. A business can be good and still not be venture backable if its scope is too small.

After that, he does his own research and leans on local angels and funds who have already done diligence. Much of the final call, by his own account, is intuition about whether the founders could fall down and get back up.

  • Founder first. Team background and tenacity come before everything else.
  • Market size matters. Venture capital needs a big enough total addressable market.
  • Be different, with proof. A crowded space needs a clear edge such as faster growth or a unique acquisition channel.
  • Ask for advice, not money. Relationships built on feedback convert better than cold fundraising pitches.

How did Brendon Rogers go from Wag to 2am VC?

Brendon grew up in Rhode Island and moved to Silicon Valley after college. His first company was a social dating app on Facebook, whose assets were eventually acquired.

He then co-founded Wag, an on-demand dog-walking platform, after studying the market and testing the idea with people on the street. He wanted a transactional business with high retention and lifetime value. A trip to Mumbai for a 100x.vc demo day convinced him to build a fund for India.

Why does 2am VC back Gen Z founders in India?

The fund is Gen Z focused but not limited to that group. Brendon argues that India has a huge young population, and founders from that cohort build quickly for users who will grow with their products.

He cites macro trends he saw first-hand: cheap mobile data and the rise of UPI. He also liked that few Indian funds were led by former founders, which he felt would help him relate to the people he backs.

  • The name reflects the 2 a.m. crises founders face, from bugs to lawsuits.
  • His view is that investors should stay with founders well beyond the cheque.

What do investors look for at pre-seed and seed?

Brendon’s sequence is team, market size, then his own market and competitor research, backed by the network. Because most deals include other well-known investors, their diligence helps.

  1. Understand who the founder is and what their background shows.
  2. Test whether the total addressable market is big enough for venture returns.
  3. Research competitors and validate the trend with trusted local operators.
  4. Check who else is investing and move quickly if conviction is high.

What if a well-funded competitor already exists?

He wants to know what makes the new startup different: faster growth, a unique acquisition channel or a smoother product. He noted that Facebook was not the first social network, but it had an edge.

How should founders sell a long-term vision?

A vision needs a story about how the team will execute it, backed by roadmap, team experience or proprietary technology. Simply promising to become the biggest company in a category is not convincing.

How should founders choose and approach investors?

Founders often treat investors as a source of money alone. Brendon suggests asking what value they bring from day one, such as industry introductions, hiring help or technical advice.

At the fund level, he prefers partners who have been founders themselves. He also encourages founders to be shameless about reaching out on LinkedIn or Twitter.

  • Match angels to your sector, for example e-commerce operators for an e-commerce startup.
  • Fill skill gaps, such as a technical angel if the founders are non-technical.
  • Open with a request for feedback. His line: when you ask for money you get advice, and when you ask for advice you get money.

What makes a good pitch deck and how do you win over talent?

Brendon prefers a short pitch, a light deck and an appendix for detail. His preferred outreach is a brief email with the team, investors and traction, with the deck attached.

On hiring people smarter than you, he recommends selling the mission, using signals such as investors or accelerators, and telling a story. The best Wag hires, he said, were pet owners who felt the problem personally.

  • Keep slides short on text: problem, vision, solution and team.
  • For capital-intensive ideas, look at accelerators, grants or a cheaper first version.
  • Student founders who raise venture money are expected to commit full time.

Further reading and sources

Frequently asked questions

What do seed investors look at when there is no revenue?

They focus on the founder’s background and tenacity, the size of the market and any early traction or usage. Brendon Rogers also leans on trusted local experts and co-investors for validation.

How long should a startup pitch deck be?

Brendon recommends keeping the pitch under about two minutes and the deck light on text: problem, vision, solution and team. Details can go in an appendix for later conversations.

How do I approach an investor without sounding desperate?

Start by asking for feedback on what you are building and share your background. Building a relationship first tends to convert better than leading with a request for money.

Conclusion

Brendon Rogers’ advice reduces to a few habits: pick the right founders and markets, show an edge, and treat investor relationships as two-way diligence.

Before your next outreach, rewrite your intro as a short feedback request and list what each prospective investor can add beyond cash.

Want more conversations like this? Join The Builders Club, our community of 35,000+ founders and CXOs, and explore more episodes of the Startup Founders Podcast.

Never miss an episode

Join 35,000+ founders and CXOs in The Builders Club community.

Join the Community
Advertisement
Advertisement
Facebook
X
LinkedIn

Why the Self-Serve PLG Playbook Fails with Indian Enterprise CXOs (And the High-Touch Assisted Model That Actually Wins)

Self-serve PLG works when the user is also the buyer. In Indian enterprises, they almost never are. A product-led funnel can get your tool into a team’s hands, but it rarely gets a CXO to sign. The model that wins is a high-touch, assisted motion that uses product usage as proof, not as the whole sales strategy. Here is why the standard playbook stalls in India’s large organisations, and what to run instead. Why does the self-serve PLG playbook fail with Indian enterprise CXOs? Product-led growth, as described by pioneers such as OpenView, assumes that users discover, try and adopt the product themselves, and that revenue follows usage. That assumption holds for tools with low risk, low price and individual buyers. Enterprise buying in India breaks all three conditions at once. The user is not the buyer. An analyst may love your tool. The budget sits with a CIO, CFO or business head who has never opened it. Risk is organisational. A CXO signs against security, vendor-continuity and reputational risk, none of which a free trial answers. Trust is personal. Decisions often move on credibility, references and conversations with someone they respect, not on a sign-up flow. Does a free trial or freemium plan ever work in Indian enterprises? It can work for teams, departments and SMB-sized units, where one manager has a card or small discretionary budget. It rarely scales to the top accounts without a human who turns usage into a business case. What does the high-touch assisted model actually look like? Assisted does not mean old-fashioned. It means every stage of the product experience is paired with a person who removes a specific obstacle. Stage Pure self-serve PLG Assisted model for Indian enterprises Discovery Organic search, product trial Warm introduction, peer room, referral Evaluation Self-guided trial Guided pilot with named success criteria Decision User upgrades with a card Business case built for the CXO and the committee Contracting Click-through terms Negotiated MSA, security review, procurement Expansion In-app prompts Account lead plans rollout across divisions How do you turn product usage into a signed enterprise contract? Use the product as the evidence, and a person as the translator. A practical sequence: Find your champion. Identify the user who gets the most value and ask them to explain the problem in their own words. Quantify the result. Convert usage into time saved, errors avoided or revenue influenced, in a one-page summary the CXO can read in two minutes. Map the buying committee. Ask your champion who else must say yes: IT, security, finance, legal, and the business owner. Run an executive conversation. A founder or senior lead speaks to the CXO about outcomes and risk, not features. Offer a scoped commitment. A defined pilot or first-division rollout with clear exit and expansion terms reduces perceived risk. When should you still invest in self-serve? Do not abandon it. Use self-serve as the top of the funnel and as a signal engine. Track which accounts have several active users, which teams invite colleagues, and which admins explore security settings. Those are the accounts your sales team should call first. Think of it as product-qualified leads feeding a human-led close. Many global companies now run exactly this hybrid, and it fits Indian enterprise buying better than a pure self-serve approach. FAQ Is PLG dead for B2B SaaS in India? No. PLG is useful for building awareness, usage data and champions inside accounts. It fails as the only motion for large enterprises, where committees, security reviews and relationships decide the contract. A hybrid model works better. What is a product-qualified lead (PQL)? A PQL is an account or user whose in-product behaviour suggests buying intent, such as multiple active teammates or admin-level exploration. Sales teams use PQLs to prioritise who to approach with a human conversation. How many people does an assisted enterprise sale need? It depends on deal size, but you typically need one senior owner for the relationship, one technical resource for security and integration questions, and a customer success lead after signing. Founders often cover the first two roles in early deals. Conclusion PLG gets you into the room, but it does not get a CXO to sign. In Indian enterprises, winning sales pair product evidence with human trust: a champion, a business case, a guided pilot and a senior conversation. Building an assisted enterprise motion? Meet founders and CXOs who have done it at The Builders Club, and bring your toughest sales question to our next roundtable. Join The Builders Club. About the author: Sohail Khan is Founder and Director of The Builders Club, a professional community of 35,000+ founders and CXOs across India, UAE, Singapore and the US.

Read More »