Being an Executive assistant working for the CEO of a unicorn startup in Silicon Valley has put me at many takes moments. One of the most electrifying and fascinating parts of my job is Fundraising.
From the outside, Fundraising is glamorised with VC meetings over coffee, polished pitch decks presented in sunlit glass boardrooms, and Founders casually dropping names of Tier 1 VCs. But then, behind the curtain, it is a completely different story: one marathon calendar, pitch-perfect narratives, stress-fueled all-nighters and a small army of people making it look seamless.
I’ve sat in on so many pitch meetings that I’ve lost count; sometimes, it’s silent, and sometimes, I’m prepping everything for behind the scenes. I’ve seen investors ask sharp, almost dismissive questions within 30 seconds of a meeting sitting. I’ve seen my CEO respond not with defensiveness but with stories that are backed by data, vision, and an unwavering belief that we are building something inevitable.
Because the heart of Fundraising isn’t the product or traction; it’s about the narrative. You’re not pitching what you have built; you’re pitching what this could become. You’re asking someone to believe in the future that has not yet been grounded.
Investors want to believe they’re betting on something inevitable. And it’s our job to make them feel like they are. That means every slide, every word, and every metric is carefully constructed to tell a compelling story.
As an EA, I help gather data for these pitch decks, coordinate outreach to VCs and run background checks on potential investors. I have handled scheduling for 40 back-to-back meetings across time zones, keeping track of who said what, who needs follow-up and who’s bluffing.
I have also seen the emotional toll it puts on us; it’s brutal. The stakes are high, the clock is ticking, and no matter how confident you seem, rejection still stings. A ” we’ll circle back” can spiral into months of silence. A promising investor can suddenly ghost. The weight of every outcome is borne by the CEO, future hires, current salaries, investor expectations and much more.
The best fundraising processes I’ve witnessed had one thing in common: preparation and founders who knew their numbers cold. Teams practiced the pitch until it sounded effortless. And a story that made investors feel like they were late to the party if they didn’t write a check.
As an EA, I don’t close deals. But I make them possible. I keep things moving, make sure no one drops the ball, and protect the CEO’s time so they can focus on the only thing that matters: the pitch.
Fundraising is part theatre, part war room, and part chess game. And from where I sit, it’s one of the most exhilarating (and draining) parts of building a company.