Pitching Investors? Why European and US VCs See You Differently

Jan de Vries · 2026-07-30

Ask any founder who has been through a fundraising round and they'll tell you: preparing a pitch deck can feel like guesswork dressed up as strategy. You polish your numbers, rehearse your story, anticipate objections, and still walk into the room unsure exactly what will make an investor say yes. Is it the market size? The team? The pre-money valuation? Too often, founders rely on half-informed assumptions about "what VCs really want" rather than evidence about how investors make decisions. That uncertainty gets even worse when you're raising money internationally. A pitch that lands well in Berlin may fall flat in San Francisco, and one tuned for Paris might miss the mark in London. Until now, founders have had little more than anecdote and instinct to guide them on how and why investor expectations shift across borders. Research I conducted with some European colleagues helps fill that gap. Drawing on the largest survey of European venture capitalists to date (611 managers across 396 firms, collectively representing about $141 billion in assets under management), the study offers the clearest picture yet of how European VCs actually think—and how they differ from their US counterparts. Interestingly, UK VCs appear to sit closer to the US model than to the continental European one. ### Same Returns, Different Investment Playbooks The first finding should reassure Europe's startup ecosystem. European VCs achieve returns comparable to those in the US. That challenges a familiar assumption, often repeated as fact, that the American venture model is simply better. The data suggests otherwise. Europe isn't necessarily underperforming—it's just operating differently. European VCs work with a narrower deal flow than their US peers, meeting around 17 management teams for every deal they close, compared to 28 in the US. They also run fewer partner reviews and shorter due diligence processes, though both regions issue a similar number of term sheets per deal. In other words, European investors make decisions using a less exhaustive process than their US counterparts. ### What Investors Value and How They Price It Investors on both sides of the Atlantic broadly agree on one point: the team matters most. The majority (95%) of EU and US VCs cited the founding team as a key factor in investment decisions. After that, however, the picture starts to diverge. US investors put more weight on business fundamentals, with 83% citing the business model, 74% the product, and 68% the market size. Among European VCs, the business model and strategic fit carried much less weight, at 43% each. That distinction extends to what investors consider an "ideal" founder. In Europe, VCs tend to back individuals prizing passion, drive, and personal commitment. In the US, the focus shifts to the team as a unit: cohesion, organizational structure, interpersonal dynamics, and the collective ability to scale. Valuation is another area where the two markets part company. European VCs tend to stay closer to the present: current market conditions, comparable deals, and the ownership stake they want to secure. US investors are more likely to look further ahead, pricing companies on expected growth and possible exit value. Put simply, the pricing logic is different. Europe tends to reward realism; the US is more willing to price ambition. For founders, getting that distinction wrong can have real consequences. It can mean pitching the wrong number, weakening the negotiation, or losing the deal altogether. ### The Relational Side of European Deal-Making Even the mechanics of syndication tell a story. European syndicates are often built around access to expertise and networks, bringing in co-investors for what they know and who they know—not merely to spread financial risk. It's a more relational model of deal-making, one where a syndicate partner's connections may matter as much as their check size. US VCs, by contrast, tend to prioritize returns over relationships, focusing on the numbers and the deal structure itself. ### What This Means for Your Next Pitch So, what should you take from all this? If you're pitching to European investors, emphasize the team's passion, drive, and commitment. Be realistic about valuation, anchoring it to current market conditions and comparable deals. If you're pitching to US investors, highlight the business model, product, and market size. Show how the team works together as a cohesive unit, and don't be afraid to price in ambition and future growth. Remember, it's not about which approach is better—it's about understanding the lens each investor looks through. With this research, you can stop guessing and start tailoring your pitch to the right side of the Atlantic.