How do I write a business proposal that wins the work?
Write it after a conversation, not instead of one, and make it about the client's problem rather than your company. A winning proposal has six parts: their situation and goal in their own words, what you will and will not do, how success will be measured, a timeline with milestones, the price, and one next step with a date the offer expires. Offer options at different scopes so the client chooses which, not whether. In India, say whether GST is extra: services to Indian clients usually carry 18%, registration becomes compulsory once turnover passes ₹20 lakh, and services exported under an LUT go out without GST. Tie payments to an advance and milestones, and add a clause on who owns the work once paid. Send it while the call is fresh and follow up. If the 'proposal' is for funding, investors expect a pitch deck instead. Rule: never send a proposal the buyer has not already discussed with you.
This is the clearest plain-language walkthrough of the one thing that trips up Indian founders billing abroad: your foreign revenue is a zero-rated export of services, but only if you tick all five conditions and have a live LUT on file. It spells out the LUT versus pay-and-refund choice and why you keep a FIRC against every invoice, with practical Q&As instead of legalese. Treat it as your starting map, then confirm your exact case with a CA.
From
TaxGuruby Mohd Muaz MalikLong read (with 23 Q&As)
Services to a foreign client can be a zero-rated export under Section 16 of the IGST Act, so you charge 0% GST, but only when all five conditions are met (foreign recipient, payment in convertible foreign currency, you are not just an intermediary, and so on).
File Form RFD-11 for a Letter of Undertaking (LUT) so you export without paying IGST upfront, and renew it every financial year. No live LUT means IGST becomes payable on that export invoice.
Keep a one-to-one FIRC (Foreign Inward Remittance Certificate) or bank realization advice for each export invoice as proof the money came in as foreign exchange.
A focused guide to the milestone payment clause itself: how to tie amounts to deliverables, set review periods, and handle acceptance. It is closer to contract drafting than a general blog, useful when you turn your plan into actual terms. Good for getting the clause wording right.
This lays out the one fact most first-time founders get wrong: under Indian copyright law your freelancer owns the code they write unless they assign it to you in writing, so no clause means no ownership. It walks through the exact assignment language you need and a smart safeguard of tying the transfer to full payment. It is written for the Indian legal context, not lifted from a US template, which is why it fits a founder here better than the generic explainers.
By default in India the freelancer, as author, owns the copyright in the code; without a signed written assignment you get only a limited licence, not ownership.
The contract needs an explicit IP assignment (or work-for-hire) clause; a handshake or an invoice does not transfer ownership.
Tying the IP transfer to full payment protects both sides and gives you a clean, enforceable chain of ownership.
This is the canonical slide-by-slide template from the person who has read more pre-traction decks than almost anyone. Seibel's rule directly answers your question: put your single strongest thing right after the 'what you do' slide, so if you have no revenue but a great team or a sharp insight, that leads. He also insists you present any traction with real timeframes instead of a vague chart, which is exactly the honest signal a pre-traction founder should lean on.
A seed deck is 10 to 12 boring, legible slides: title, problem, solution, market, traction, team, ask. Lead with whatever is strongest.
With no revenue, your team slide and your non-obvious insight ('what do you know that everyone else doesn't') carry the deck, so move them early.
Show traction with dated timeframes and specific numbers, not a smoothed hockey stick, because investors are grading your thinking at this stage, not your metrics.