It is always incredibly busy at the end of a client engagement as no matter how well you plan, how strictly hypothesis driven you are, there will always be time pressure at the end if you are aiming to deliver real client impact.

And teams frequently use this as the ‘reason' why the report that the client receives is lacklustre. After all, it is just a PowerPoint deck and that isn't what makes a difference for the client: “It's the ideas in that deck that really matter” they say.

While I can hardly disagree that it is the ideas that matter, I would challenge teams that analyse to the last minute to think again if they want to deliver real impact.

Teams that do not distil your ideas into a compelling message will not actually be clear about them themselves, which gives the client precious little chance of identifying, understanding and implementing those “ideas that really matter” either.

However, there are some things that teams can do to increase your chances of delivering real impact, even if you don't have time to make every chart perfect or phrase every sentence with the elegance of a novelist.

Prepare a straw-man very early in your client engagement: Even though you are unlikely to be certain of what every detail of your client answer will involve, you will most likely have a strong hunch about your high level argument very early on. Map this high level argument out on a page, test that it is logically robust, and use it as a guide for the direction that your analysis will take and for the charts you develop along the way.

Take an hour at the end of every week to revisit the straw-man: At your weekly team meetings, allow time to revisit this straw-man to provide your team with an opportunity to revise their current thinking, and a continued sense of perspective for their work. Be rigorous with your use of logic in these sessions and you will push your team's thinking while also helping to keep your ongoing client communication on track.

Build your PowerPoint at the end of the study based on your final high-level argument. Once you can articulate your final argument the pack will come together quickly. By focusing on the argument first, you will deliver a smooth and uncluttered presentation that really does deliver the client a compelling message with the ideas that matter not only present, but in an order that your client can grasp easily.

And then, if there is time tidy up the charts and perfect the prose.

Keywords: leadership communication


I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at


(*) Numbers are based on 2023 client benchmarking results.