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Module 02 · The investor update~20s dwell · weight 12

Key metrics table

Give the five numbers that let an investor track the business without a call: ARR, growth rate, burn, runway, headcount.

YC's investor update guide treats the metrics table as the section investors scan first and reread most.

Include
  • ARR or MRR with month-over-month change
  • Cash burn per month
  • Runway in months
  • Headcount
  • Same metrics every month, same order, so trends are visible
Cut
  • Metrics that change definition month to month
  • Metrics that make the company look good this month but weren't reported last month
Red flags a reader notices
  • Runway calculated on projected revenue instead of cash in the bank
  • A metric dropped from the table the same month it turned negative
Pitfalls behind them
  • Reporting bookings instead of ARR without saying so
  • Rounding burn down to make runway look longer
60-second self-test
  • · Would this table read the same if I compared it to the one I sent three months ago?
  • · Does runway match burn divided into cash on hand, or did I round it?
Template
ARR: $X (+Y% MoM) | Burn: $X/mo | Runway: X months | Headcount: X | [one more metric specific to the business]
Weak

"Things are looking pretty strong on the metrics side, revenue keeps growing and we're being careful with cash."

Strong

"ARR: $196K (+38% MoM) | Burn: $312K/mo | Runway: 11 months | Headcount: 14 | Countries active via Slack: 96"

Nimbus Payroll's table is five numbers, no adjectives, and the same five numbers every month.

Quick quiz

1. Why keep the same metrics in the same order every month?
  • It looks more formal
  • It lets investors see trends without extra work
  • Investors require it legally
  • It shortens the email

A consistent table turns a single update into a time series an investor can track at a glance.

2. What's a red flag in a metrics table?
  • Listing headcount
  • Runway calculated from cash on hand and burn
  • Runway calculated from projected future revenue
  • Showing MoM growth

Runway should reflect cash reality, not hoped-for revenue.

Sources