Detty December, But Make It Startups

SDS 074: Detty December, But Make It Startups

Hey! thank you for reading issue 074 of Startup Definition Sunday (SDS). You can read past issues here.

SDS is the only newsletter that is redefining support for Africa's emerging founders. Every other Sunday, we cut through the fundraising and ecosystem noise to bring actionable insights to 2,320 emerging founders.

Now to Today’s Issue

I’m not sure if this is a song that everyone is familiar with but when I was younger growing up in Ghana, there was a song that came up around this time of year: “Christmas is coming, New Year will follow, Christmas is coming, Papa buy shoes for me!”. No, just me? Okay forget I said anything.

As a founder, when December is almost here, and if your fiscal year aligns with the calendar year, you're likely feeling the crunch. This is the season of high stakes and heightened focus, and probably not as much singing as younger me used to do.

As you push to close the year strong, here are 3 actionable priorities to work toward before 2026 rolls in.

1. Finalize Your 2026 Budget

If you’ve raised venture capital (or plan to) your budget isn’t just about keeping the lights on; it’s about scaling growth. Investors expect your budget to reflect ambitious goals:

• Revenue Growth: Aim to project a 2.5x to 3x increase in next year’s revenue over this year’s end.

• Month-on-Month Growth: Your revenue should ideally grow 20% to 30% month over month.

• Sales Efficiency: Build improvements into your unit economics and sales effectiveness.

A solid, thoughtful budget signals to your investors that you’re serious about scaling sustainably. Share this plan with your board and key stakeholders before year-end. Why? So it’s ready for approval at your first January meeting, ensuring your team hits the ground running in Q1.

Pro-tip: Use this opportunity to align your leadership team around the metrics that matter most for next year.

2. Close the Books & Learn From This Year

As you wrap up 2025, take time to close your books and reflect on your performance. Ask yourself:

• What targets did we miss? Identify the bottlenecks and inefficiencies that held you back.

• What contributed to success? Double down on strategies that worked well.

• What new gaps need addressing? Consider if there are operational, product, or team improvements necessary to meet next year’s targets.

This is about turning lessons into actionable insights.

Bonus: Before you dive into 2026 planning, share these learnings with your team. Transparency builds buy-in and sharpens focus across the board.

3. Consider Audits (If You’re Post-Seed)Consider Audits (If You’re Post-Seed)

If you’re post-seed and eyeing a Series A raise in the near future, now’s the time to start thinking about audits. These days, credible investors expect 1 to 2 years of audited financials as a baseline for due diligence.

Hiring a reputable auditor can:

• Validate your financial performance and governance.

• Build trust with potential investors.

• Help you identify financial blind spots early.

The process takes time, so even if you’re not raising immediately, starting sooner rather than later positions you for success when the moment arrives.

My Two Pesewas

The finish line for 2025 is in sight, but don’t lose focus. Use these last few weeks to set a strong foundation for next year. And remember, how you end this year will dictate how you begin the next.

If you found this helpful, share this newsletter with a fellow founder who might need a nudge as the year winds down. Let’s grow together.

That's all for today. As always, thank you for being an engaged reader. Let me know your thoughts on this issue.

To a strong finish and an even stronger 2026,

Jasiel

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The information contained in this newsletter is intended for discussion purposes only. This newsletter contains the current, good faith opinions of the author but not necessarily those of Accion Impact Management, LLC (“AIM”). The newsletter is meant for educational purposes only and should not be considered as investment advice or a recommendation of any type.  The documents may contain forward-looking statements.  These are based upon a number of assumptions concerning future conditions that ultimately may prove to be inaccurate. Such forward-looking statements are subject to risks and uncertainties and may be affected by various factors that may cause actual results to differ materially from those in the forward-looking statements.  Any forward-looking statements speak only as of the date they are made and AIM assumes no duty to and does not undertake to update forward-looking statements. This newsletter is not an offer or a solicitation for the sale of a security nor shall there be any sale of a security in any jurisdiction where such offer, solicitation or sale would be unlawful. An investment with AIM involves a degree of risk, and may only be made pursuant to the respective offering documents and organizational materials governing such investment.