Tag: executive communication

Three years ago, I watched a client presentation that should have been a slam dunk turn into a disaster.

The consulting firm had spent 47 hours perfecting their deck. Custom animations. Cinematic transitions. A video that cost more than my first car. Their credentials section alone was 12 slides of logos, awards, and testimonials.

The client—a FTSE 100 CFO—sat through all 58 slides without interrupting. When the lights came up, she asked one question: “Can you tell me specifically how this solves my inventory problem?”

Silence. The presenters looked at each other. They’d been so focused on being impressive that they’d buried the actual solution on slide 47.

The firm didn’t win that contract. A smaller competitor did—with a 9-slide deck that started with the client’s exact problem and ended with a clear implementation plan.

I know because I helped that smaller firm prepare their pitch.

After 24 years in corporate banking at JPMorgan Chase, PwC, RBS, and Commerzbank—and training over 5,000 executives on high-stakes presentations—I’ve seen this pattern repeat hundreds of times. The teams that try to impress almost always lose to the teams that choose to be useful.

This article will show you exactly why, and how to develop client presentation skills that actually close business.

The ‘Impressive’ Trap That Kills Client Presentations

Here’s an uncomfortable truth I’ve learned from watching thousands of client presentations fail: being impressive is actually a defence mechanism.

When you’re unsure whether your solution truly fits the client’s needs, you compensate with credentials. When you haven’t done enough discovery, you hide behind animations. When you’re anxious about the outcome, you add more slides showing how brilliant your company is.

The problem? Clients see through it instantly.

Research cited by Corporate Visions (via Forrester) shows executive buyers strongly favour the seller who delivers value and insight early—not the one with the most impressive presentation. Clients aren’t sitting in your meeting thinking, “Wow, that transition was smooth.” They’re thinking, “Does this solve my problem or not?”

The Impressive Presentation Pattern

Most client presentations follow the same doomed structure:

• Slides 1-5: Company history and credentials
• Slides 6-15: Services overview (all of them, just in case)
• Slides 16-25: Case studies (impressive ones, naturally)
• Slides 26-35: Team bios and qualifications
• Slides 36-40: Finally, something about the client’s actual situation
• Slides 41-50: Methodology (in exhaustive detail)
• Slide 51: Pricing
• Slide 52: Questions?

By the time you reach the client’s actual problem, they’ve mentally checked out. Their attention peaked in the first three minutes—and you wasted it on your founding story.

Why “Impressive” Feels Safe (But Isn’t)

I understand the instinct. When I started presenting at PwC, I did exactly the same thing. My first major client pitch included a 15-minute section on our global footprint. I thought it showed credibility.

What it actually showed was that I didn’t understand what the client needed to make a decision.

The client didn’t care that PwC had offices in 157 countries. They cared whether we could fix their supply chain issue before Q4.

What Clients Actually Want (It’s Not What You Think)

After sitting through more than 500 client presentations on the buying side during my banking career, I can tell you exactly what goes through a client’s mind:

“Get to the point. Help me make a decision. Don’t waste my time.”

That’s it. That’s what every client wants from every presentation. Everything else—the rapport building, the credibility establishing, the relationship developing—is secondary.

The 4 Questions Every Client Is Silently Asking

While you’re presenting, your client is running an internal checklist:

1. Do they understand my specific situation? Not a generic version of my industry—MY situation, with MY constraints and MY priorities.
2. Is their solution actually right for us? Not a solution they’ve sold to others—one that fits what we need.
3. Can I trust them to deliver? Not impressive credentials—evidence they can execute.
4. What happens next? Not a vague “we’ll be in touch”—a clear path forward.

Notice what’s missing? They’re not asking about your founding story. They’re not wondering how many awards you’ve won. They’re not impressed by your global headcount.

They’re asking: “Can this person solve my problem?”

The Shift from Impressive to Useful

When I work with clients on their client presentation skills, the first thing we do is flip the entire structure. Instead of building toward the solution, we lead with it.

Here’s how the same content looks when reorganized around usefulness:

• Slide 1: The client’s specific problem (proving you understand)
• Slide 2: Your recommended solution (the answer they came for)
• Slide 3: Why this approach (supporting evidence)
• Slides 4-6: How it works (implementation clarity)
• Slide 7: What you’ll deliver (specific outcomes)
• Slide 8: Investment required (pricing in context)
• Slide 9: Next steps (clear path forward)

Credentials? They’re in an appendix—available if the client asks, invisible if they don’t.

This structure respects the client’s time and signals confidence. You’re saying: “I understand your problem so well that I can cut straight to the solution.”

The Useful Framework: 5 Pillars of Client Presentations That Win

After years of testing and refining, I’ve identified five pillars that separate client presentations that close from those that don’t.

Pillar 1: Lead with Their Problem, Not Your Credentials

Your opening slide should reflect the client’s world back to them. Not a generic industry challenge—their specific situation.

I had a client preparing to pitch a major retailer. Their original opening was: “About Our Agency: 15 Years of Retail Excellence.”

We changed it to: “Your Checkout Abandonment Problem: 34% of Customers Leave at Payment.”

The client leaned in immediately. Why? Because we’d shown in five seconds that we understood exactly what was keeping them up at night.

The rule: Your first slide should include at least one number specific to the client’s situation. If you can’t find one, you haven’t done enough discovery.

Pillar 2: Answer First, Explain Second

Most presenters build suspense: background, analysis, options, then finally the recommendation. Clients hate this.

They’re thinking: “Just tell me what you think I should do.”

The Pyramid Principle, pioneered at McKinsey, puts the answer first. You state your recommendation, then support it with evidence. This isn’t just more efficient—it builds trust.

When you hide your recommendation until the end, clients wonder what you’re hiding. When you lead with it, they see confidence.

Pillar 3: Show Implementation, Not Just Strategy

Strategy slides are cheap. Every consultant can create them. What clients pay for is execution.

A VP of Operations once told me: “I’ve seen 50 presentations that diagnosed my problem perfectly. I’ve seen two that convinced me the presenter could actually fix it.”

Your presentation needs to show the “how” as clearly as the “what.” This means:

• Specific timelines with milestones
• Named team members (not just roles)
• Dependencies and risk mitigation
• Communication and reporting cadence

The more concrete your implementation section, the more real your solution feels.

💡 Want the exact implementation slide layouts? The Executive Slide System includes ready-to-use implementation and timeline templates.

Pillar 4: Make the ROI Impossible to Ignore

Every client presentation should include a slide I call the “No-Brainer Calculation.”

This slide shows, in simple maths, why your solution is worth the investment. Not vague benefits—specific, calculated returns.

Example:

“Your current checkout abandonment rate costs £2.4M annually. Our solution has reduced abandonment by 23% for similar retailers. A 23% reduction = £552K annual revenue recovery. Our fee: £180K. Payback period: 4 months.”

When clients can see their own numbers in your calculation, the decision becomes obvious.

💡 Need the ROI calculation template? The Executive Slide System includes the “No-Brainer Calculation” slide layout ready to customise.

Pillar 5: Close with Momentum, Not Questions

The worst way to end a client presentation: “Any questions?”

This hands control to the room, invites objections, and creates uncertainty about what happens next.

The better approach: close with specific next steps and immediate action.

“Based on what we’ve discussed, here’s what I propose: We’ll send the detailed scope document by Thursday. You’ll review with your team and come back to us with any modifications by the following Tuesday. We can have the kickoff scheduled for February 1st. Does that timeline work for your team?”

Notice: you’re not asking IF they want to proceed. You’re asking WHEN.

This isn’t aggressive—it’s useful. You’re making their life easier by proposing the path forward.

How to Structure a Client Presentation That Closes

Let me give you the exact structure I use with clients who need to win competitive pitches.

The 9-Slide Client Presentation Framework

Slide 1: Their Problem (with specifics)
“Your inventory carrying costs have increased 34% over 18 months while turns have decreased.”

Slide 2: Your Recommendation
“We recommend implementing a demand-sensing system integrated with your existing ERP.”

Slide 3: Why This Approach
3-4 bullet points explaining why this solution fits their specific situation.

Slide 4: How It Works (Overview)
Visual showing the system architecture or process flow.

Slide 5: Implementation Timeline
Clear milestones: Week 1, Month 1, Month 3, Go-Live.

Slide 6: Expected Outcomes
Specific, measurable results: “15-20% reduction in carrying costs within 6 months.”

Slide 7: Investment Required
Pricing with context—show the ROI calculation here.

Slide 8: Why Us (One Slide Only)
2-3 proof points specific to this project. Not your whole history—just why you’re right for THIS.

Slide 9: Next Steps
Specific actions with dates and owners.

Appendix: Everything Else
Team bios, detailed methodology, additional case studies—available if asked.

This structure works because it respects the client’s time while giving them everything they need to make a decision. Learn more about persuasive presentation techniques that complement this framework.

The First 30 Seconds

Your opening line sets the tone for everything that follows. Skip the pleasantries and get to value immediately.

Weak opening: “Thank you for having us today. We’re really excited to present our proposal. Before we dive in, let me tell you a bit about our company…”

Strong opening: “Your checkout abandonment rate is costing you £2.4 million annually. In the next 20 minutes, I’m going to show you exactly how we’ll cut that by at least 23%—and have it running before your Q4 peak.”

The strong opening passes the “So What?” test. The client immediately knows why this meeting matters.

For more on powerful openings, see how to start a presentation.

The 7 Client Presentation Mistakes That Lose Deals

I’ve watched brilliant solutions lose to mediocre competitors because of avoidable presentation mistakes. Here are the seven I see most often.

Mistake #1: Starting with Your Company History

The client doesn’t care about your founding story. They care about their problem. Every second you spend on your history is a second they’re mentally checking out.

Fix: Move all company information to an appendix. Only share it if the client asks.

Mistake #2: Generic Problem Framing

“Companies in your industry face digital transformation challenges.”

This tells the client nothing. It shows you’ve done surface-level research and are delivering a template presentation.

Fix: Use specific numbers from their situation. “Your customer acquisition cost has increased 47% over three years while lifetime value has stayed flat.”

Mistake #3: Too Many Options

Presenting three options seems helpful—”We’ll let them choose!”—but it actually creates decision paralysis.

Research by Sheena Iyengar shows that too many choices reduce decision-making confidence and increase the likelihood of choosing nothing.

Fix: Make a recommendation. Present one option with conviction. Mention alternatives briefly in the appendix.

Mistake #4: Burying the Price

Putting pricing on slide 47 of 52 signals that you’re nervous about it. Clients notice.

Fix: Present investment in context, early enough that you have time to discuss it. Frame it against the value delivered, not as a standalone number.

Mistake #5: Vague Next Steps

“We’d love to continue the conversation” isn’t a next step. It’s a platitude.

Fix: Propose specific actions with dates. “We’ll send the scope document by Thursday. Your review deadline would be the following Tuesday. Kickoff February 1st.”

Mistake #6: Reading the Slides

When you read your slides, you become redundant. The client can read faster than you can speak—so why are you there?

Fix: Your slides should be visual anchors, not scripts. Design them so they need you to explain them. For more on confident delivery, explore building presentation confidence.

Mistake #7: Ignoring the Decision-Maker

Sometimes the real decision-maker isn’t obvious. They might be the quietest person in the room.

Fix: Before your presentation, ask: “Who else will be involved in the decision?” During the presentation, watch for who others defer to. Address your key points to that person.

Case Study: From 23% Close Rate to 67% in 90 Days

Let me share a transformation that illustrates what’s possible when you shift from impressive to useful.

A management consultancy came to me after losing three major pitches in a row. Their presentations were polished—beautiful design, smooth delivery, comprehensive coverage of every service they offered.

The problem? They were winning only 23% of competitive pitches. Industry average was closer to 40%.

The Diagnosis

I sat through one of their dry-run presentations. Within five minutes, I understood the problem.

Their 44-slide deck spent the first 15 slides on company credentials. By the time they reached the client’s actual situation, we were 20 minutes into a 45-minute slot.

More critically, their recommendation was buried on slide 38. A client who lost focus—or had to leave early—would never reach it.

They were trying to impress their way to a contract. The clients weren’t buying it.

The Transformation

We restructured everything around the 9-slide framework I described earlier.

Original deck: 44 slides, credentials-first, recommendation on slide 38.

New deck: 9 slides, problem-first, recommendation on slide 2.

We moved their credentials section—all 15 slides of it—to an appendix. Their team was initially terrified. “But the client needs to know who we are!”

I reminded them: “The client already knows who you are. That’s why you’re in the room. What they don’t know is whether you understand their problem and can solve it.”

The Results

Over the next 90 days, they pitched seven new opportunities using the new structure.

Close rate: 67% (5 wins from 7 pitches).

Combined contract value: £3.2 million.

But here’s what surprised me: client feedback consistently mentioned how “refreshing” and “efficient” their presentations felt. Multiple prospects commented that it was the clearest proposal they’d received.

Being useful isn’t just more effective—it’s more appreciated.

What They Said

“The thing that changed everything was leading with the client’s numbers. Within 30 seconds, they knew we understood their situation. The rest of the presentation was just confirming what they already sensed: that we were the right choice.”

— Managing Director, the consultancy

Frequently Asked Questions

How long should a client presentation be?

For most competitive pitches, aim for 15-20 minutes of presentation followed by discussion. This typically means 9-12 slides. Anything longer suggests you’re including content the client doesn’t need. Remember: shorter presentations that hit every key point beat longer presentations that lose audience attention. The goal is decision clarity, not comprehensive coverage.

Should I send the presentation before the meeting?

Generally no. Sending slides in advance removes your ability to control the narrative and lets competitors see your approach. If the client insists, send a 2-page executive summary instead—enough to confirm the meeting is worth their time, not enough to replace the meeting itself. Save the full deck for your live presentation where you can read reactions and adapt.

How do I handle multiple decision-makers with different priorities?

Map stakeholder priorities before the meeting and address them explicitly. Structure your presentation so each decision-maker hears their concern addressed directly: “For the finance team, here’s the ROI calculation… For operations, here’s the implementation impact…” This shows you understand the organisation’s complexity and have thought through implications for each stakeholder group.

What if I don’t have specific numbers for the client’s situation?

If you can’t find client-specific data, use industry benchmarks positioned as conversation starters: “Based on companies your size, we typically see X. During our discovery, we’ll validate this for your specific situation.” This demonstrates research effort while inviting the client to share their actual numbers. Often, they’ll correct you with more accurate data—which is exactly what you want.

How do I compete against larger, more established firms?

Focus on usefulness, not credentials. Large firms often rely on brand recognition and deliver template presentations. Your advantage is personalisation. A smaller firm that demonstrates deep understanding of the client’s specific situation will often beat a larger firm that treats them as one of hundreds of similar accounts. Lead with insight, not with size.

What’s the best way to handle pricing objections during the presentation?

Anchor the price to value before revealing it. Show the ROI calculation first: “This problem is costing you £X annually. Our solution delivers Y% improvement, which represents £Z in value.” Then present your price in that context. When clients see the value first, the price becomes a no-brainer rather than a negotiation point. Never apologise for your pricing—confidence in your value proposition is itself persuasive.

Related Resources

• Sales Presentation Template: The Structure Top Performers Use
• Persuasive Presentations: How to Change Minds Without Manipulation
• Storytelling in Presentations: The NLP Techniques That Captivate Any Audience
• What 500+ Executive Presentations Taught Me About Getting Buy-In
• How to End a Presentation: 7 Closing Techniques I Teach C-Suite Executives
• Business Presentation Skills: What Actually Matters in Corporate Environments
• Presentation Structure: 7 Frameworks That Actually Work
• Handle Difficult Questions in a Presentation: The Executive’s Playbook
• The First 30 Seconds: Why Most Presenters Lose Their Audience Immediately
• Data Storytelling: How to Make Numbers Compelling

Closing: Useful Wins. Every Time.

Remember that FTSE 100 CFO I mentioned at the start? The one who sat through 58 slides of impressive content?

She later told me what she was thinking during that presentation: “I kept waiting for them to tell me how they’d solve my problem. Instead, they told me about their awards.”

The firm that won her business—the one with 9 slides—understood something fundamental about client presentation skills: clients aren’t looking to be impressed. They’re looking for help.

Every slide you add that isn’t directly useful is a slide that risks losing your audience. Every credential you lead with is attention you could have spent on their problem. Every minute you spend impressing is a minute you’re not helping.

The best client presentations feel like conversations with a trusted advisor. They’re clear, direct, and focused entirely on the client’s success. They don’t try to dazzle—they try to be useful.

And useful, it turns out, is far more impressive than impressive ever could be.

About the Author

Mary Beth Hazeldine is a qualified clinical hypnotherapist, NLP practitioner, and Managing Director of Winning Presentations. After 5 years terrified of presenting, she built a 24-year banking career at JPMorgan Chase, PwC, RBS, and Commerzbank. She has treated hundreds of anxiety clients and trained over 5,000 executives.

This article was created with AI assistance; all stories and insights are based on 35 years of real client work.