The Hatchery, American Idols for Tech Startups, came about because of the lack of an entrepreneurial hub in New York. In its mission it says the following:

One of the key reasons why Northern California is a hotbed of technology innovation and investment is that there is a culture of collaboration, even between groups that could be seen as competitors. In contrast, New York's approach is far more 'cut throat,' meaning that organisations often work against each other out of habit.

Co-founder Yao-Hui Huang and CEO at GigaPIxel Creative started the Hatchery in 2007  purely for New York Startups, but has since extended its reach to international companies looking to launch in New York. This autumn, the United Kingdom Trade and Investment Agency brought 3 UK companies to the program, after a selection process where more than 50 companies applied.

When preparing for a Pitch or Speedmatching  at the Hatchery, David Blumenstein, fellow co-founder has the following Hatchery 14 points and sequence:


? what is the name of your company
? what is the mission statement - one sentence ? who comprises your team
? what issue/pain is to be resolved/addressed
? what is the solution
? what is the addressable market/target markets (what are the acquisition costs)
? what is the competitive landscape
? is there current revenue/customers and/or clients in the pipeline
? what are the revenue streams/sources
? what are the financial projections
? what are the bases/models for these projections
? how much of an investment is envisioned
? how will be the money be spent
? thanks and be prepared to take questions, lots of them

Covering these points allows others to know a great deal about both the entrepreneur and their company, and asks that the company addresses the following questions:

? have you thought out the solution?
? does it hit upon the addressable audience and target markets?
? have resources and people been plotted against objectives?
? is the entity in a position to expand via sales and marketing?
? are the strategic plans in place to reach breakeven and beyond, and scale?
? do you know how to communicate?
? use the points as an inventory, take stock of yourself and your company