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The Growth Rates Investors Expect: A Deep Dive (And Why “Good” Depends on Your Business Model)

Featured cover for the M Accelerator article 'The Growth Rates Investors Expect: A Deep Dive (And Why
Most early-stage investors expect startups to grow revenue roughly 2–3x year-over-year from seed to Series A, with the best SaaS companies following the “triple-triple-double-double-double” (T2D3) path. That is the short answer, and The Growth Rates Investors Expect: A Deep Dive exists because the short answer is also the most dangerous one — the “right” rate
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How Private Equity Firms Are Approaching Investments in Startups (And What It Means If You’re Post-PMF)

Featured cover for the M Accelerator article 'How Private Equity Firms Are Approaching Investments in Startups (And What It Means If You're Post-PMF)' — How Private Equity Firms Are Approaching Investments in Startups.
You’re at $1.5M ARR. Growth is steady, margins are almost where you want them, and last week a firm you’ve never heard of sent a cold email that didn’t sound like a VC. How Private Equity Firms Are Approaching Investments in Startups is shifting: PE firms are moving earlier into the startup lifecycle, targeting post-PMF
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Accelerator Terms in 2026: What 33 Top Programs Actually Take, and What They Hide

Featured cover for the M Accelerator article 'What 33 Accelerators Actually Take'.
You have two accelerator offers in your inbox and a spreadsheet full of numbers pulled from blog posts. One post says Techstars takes 6 to 9 percent for $120k. Another says Neo invests $600k on a $10M floor. A third lists IndieBio’s biotech deal. Here is the problem: all three of those numbers are wrong
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The Liquid Death Marketing Strategy, Deconstructed: What Post-PMF Founders Can Actually Steal

Featured cover for the M Accelerator article 'The Liquid Death Marketing Strategy, Deconstructed: What Post-PMF Founders Can Actually Steal' — liquid death marketing strategy.
The Liquid Death marketing strategy is category disruption through identity — it sells canned water not as a product but as a rebellious lifestyle signal, using absurdist branding, product-as-media packaging, and community loyalty to compete against energy drinks and beer rather than other water brands. In plainer terms: they made water dangerous, funny, and worth
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