A man in a shirt and trousers stands thoughtfully next to a complex, glowing digital blueprint with conceptual blocks like "Problem-Solution," "Market," and "Competitive Advantage." Text at the bottom reads: "When a senior engineer leaves, the company loses three years of project knowledge — and it happens every 18 months."

The business plan has an image problem. Most founders hear the word and picture 40 pages of Word — written once for a bank, never opened again. I see this working with deeptech teams at TUM Venture Labs. A good business plan isn't a document. It's a thinking tool that answers three questions at once. The investor asks: Will this get big enough — and will you win? The customer asks: Does this solve my problem better than anything else? The founder asks: Do I understand my market well enough to make the right calls? Same numbers. Three framings. Five blocks where it's decided: 1 — Problem-Solution Fit. Not "what does our product do," but: what problem exists independently of us, and why don't alternatives solve it? Technical founders want to jump straight to the solution. One team I worked with landed on this: "When a senior engineer leaves, the company loses three years of project knowledge — and it happens every 18 months." A sentence any managing director gets on first read. 2 — Market Size. TAM, SAM, SOM — built bottom-up, not googled. A number you can defend because you built it yourself. 3 — Revenue Model. Per seat, flat fee, usage-based. Each has consequences for sales, scaling, customer relationship. Choose informed, not from the gut. 4 — Competitive Advantage. Why do you win — strategically, not technically? The hardest lesson for deeptech teams: the strongest moat is rarely the technology. Anyone can build that. It's market access, data, domain knowledge. A founder I Ver más