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I would add one comment, past the obvious need for a Use of Funds table.
In the early stages investors do not want to see mgmt. compensation as being anything other than a minor line item. In most cases the product (and all related line items) should be where the vast majority of your funding is being spent. If you are past this point and are in beta or beyond, then typically marketing becomes intensive compared to other expenses, including compensation.
Founders are typically viewed by investors as making their money when the company is acquired, not because they have a hefty compensation package. I am sure there are exceptions but in my experience mgmt.compensation is an area that can cause some amount of "disconnect" between the company and its investors.
Re your question on where to spend with an MVP and a few customers - it depends on where you are trying to take your business. If your goal is to grow your customer base then IMHO the focus is a) making sure the product has a current set of features that solve a problem and b) gaining more customers. If a) is out of whack then you should focus on fixing it; if there are no short term issues with the product then grow the customer base to generate revenue to refine the product and scale operations.
I must admit I am a bit mystified on your question as it implies there is no real strategy in terms of growing the company. Perhaps spending some money on getting outside advice might be the best use of funds at this point as it is difficult to build a company if you aren't sure what you are shooting for.