Let's dive into Part 2: The People and Governance.

Think of this part as introducing the "ship and its crew" for the voyage you described in Part 1. An investor might love the map (your idea), but they need to trust the captains (the team) and the ship's rules (governance) before they come aboard.

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🟦 Part 2: The People and Governance - A Practical Guide

Purpose of this Part: To prove that the right people are in the right seats on the bus, and that the bus has a clear set of rules to prevent crashes.

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🔸 2.1. Key Promoters - The Foundational Team

This is where you introduce the heroes of the story.

🔹 2.1.1. Profiles including Background, Experiences

• What to Write: A brief, punchy bio for each founder that reads like a story, not a resume.

• How to Write It: Follow the "Past-Present-Future" model:

o Past: What did you do before this that makes you uniquely qualified? (e.g., "Spent 10 years managing a food processing plant...")

o Present: What is your role in this venture? (e.g., "...so now I'm our Head of Operations, ensuring our pulp quality is flawless.")

o Future: What is your passion for this project? (e.g., "I'm driven to fix the food waste I saw firsthand.")

• Data Needed: Each founder's career history and personal "why."

• Lighter Mood Example: "Meet Krishnan, our 'Fruit Ninja'. He can tell a ripe mango from a hundred paces. His 10 years at a major juice company weren't just a job; it was a masterclass in everything we need to know about quality and scale."

🔹 2.1.2. Credentials, Competencies, Complementarities

• What to Write: Proof that you're not all the same person. Show how your skills fit together like a puzzle.

• How to Write It: Use a simple table. This is incredibly effective.

• Data Needed: An honest audit of each founder's top 3 skills.

• Lighter Mood: "We're like a band. Krishnan is the lead guitarist (the star product maker), Raj is the charismatic front man (who sells the show), and Amit is the drummer (keeping the whole beat and finances in rhythm)."

🔹 2.1.3. Key Promoters Numbers (Individual Details)

• What to Write: A clean, factual table with contact and basic professional details.

• How to Write It:

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🔸 2.2. Advisors & Networks

This is your "secret weapon" or "extended family."

🔹 2.2.1. Legacy, Competencies of Networks

• What to Write: Who is in your corner that gives you an unfair advantage?

• How to Write It: "Our advisory board includes [Name], former Head of Procurement at [Big Juice Company], who provides unparalleled industry access. We are also supported by [Name], a renowned food scientist from [University], who acts as our technical consultant."

• Data Needed: List of advisors, their former/current prestigious roles, and what they advise you on.

• Lighter Mood: "Think of our advisor, Mr. Gupta, as our 'Yoda'. He's been in the juice galaxy for 40 years. He doesn't just advise us; he opens doors we didn't even know existed."

🔹 2.2.2. Transferability of Network Advantages

• What to Write: How do these connections directly help the business?

• How to Write It: Be specific. Don't just say "has great connections." Say: "Mr. Gupta's network allows us to bypass the standard 6-month vendor onboarding process at 'JuiceCo Inc.', potentially leading to a pilot order within 60 days of launch."

• Data Needed: Think through the concrete, tangible benefits.

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🔸 2.3. Governance - The Rulebook

This is the boring-but-essential part that smart investors read closely. It shows you're serious and won't implode from internal drama.

🔹 2.3.1. Company Name and Legal Structure

• What to Write: The official name and legal form.

• How to Write It: "The venture will be incorporated as 'MangoWave Foods Private Limited', a private limited company."

• Data Needed: A decision on the best legal structure (Pvt. Ltd. is standard for funded startups).

🔹 2.3.2. Memorandum of Association (MOA) & Articles of Association (AOA)

• What to Write: A simple explanation, not the legal documents themselves.

• How to Write It: "The MOA defines our company's object (to manufacture and sell fruit pulp). The AOA is our internal rulebook, detailing how we will run the company, including shareholder rights and board powers. Drafts are available for review."

• Lighter Mood: "The MOA is our 'What We Do' charter. The AOA is our 'How We Play Nice' rulebook. We have them drafted to ensure everyone knows the game rules from the start."

🔹 2.3.3. Board Structure

• What to Write: Who has a seat at the decision-making table?

• How to Write It: "The board will comprise the three founding promoters and one independent director with agribusiness expertise. We will reserve one board observer seat for our lead investor."

🔹 2.3.4. Decision Making

• What to Write: How are big decisions made?

• How to Write It: "Day-to-day decisions are made by respective department heads. Strategic decisions (e.g., major CAPEX, new product lines) require board approval. Decisions on fundamental matters (e.g., selling the company) require a special majority vote."

🔹 2.3.5. Delegation of Executive Powers

• What to Write: Who can spend the company's money and sign contracts?

• How to Write It: "Spending limits are clearly defined. For example, any single expenditure below ₹50,000 can be approved by the departmental head. Expenditures between ₹50,000-₹2,00,000 require joint approval of two founders. Anything above requires full board consensus."

🔹 2.3.6. Conflict of Interest Policy

• What to Write: The rules to prevent founders from putting their personal interests ahead of the company's.

• How to Write It: "All promoters and directors are required to disclose any potential conflicts of interest annually, or as they arise. They must recuse themselves from discussions and votes where a conflict exists. For example, if a founder's family business supplies packaging, this must be disclosed, and that founder cannot be part of the vendor selection committee."

• Lighter Mood: "This is our 'no secret side deals' policy. It keeps the trust high and the lawyers away."

This guide ensures Part 2 is not just a list of names, but a compelling argument for why your team is the best bet to execute the vision from Part 1.

Shall we set sail for Part 3: The Product and Technology next?