TAP TAP GO
Connect spending to outcomes
Describe the purpose of each category and the operational work it supports. Growth marketing, product development, programme setup and working capital are different uses. Combining them under one broad label can obscure whether the requested amount actually supports the proposed milestones.
Show timing and dependencies
Indicate which spending can begin immediately and which depends on partners, hiring or readiness. Separate committed expenditure from discretionary plans. The schedule should help reviewers see where capital might remain unused if a prerequisite is delayed.
Avoid invented precision
Use clearly labelled estimates and ranges where budgets are not final. Identify the items requiring quotes or approval. A transparent preliminary schedule can be more credible than a detailed allocation with no underlying cost evidence, particularly when commercial terms are still being discussed. Show which costs would continue if growth activity paused. This distinction helps reviewers understand the difference between flexible campaign spending and ongoing commitments, making the funding discussion more informative than a list of categories and percentages alone. Include the consequences of partial funding so the team can explain which work proceeds and which milestones require a revised schedule.
Illustrative operating example
A hypothetical $3 million growth request could include acquisition, partner enablement and retention work. If a separate financial programme requires setup funding, that requirement should be identified separately rather than silently assumed to fit inside the same marketing allocation.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
