I watched a designer at EA spend 40 minutes walking executives through every design decision, every research insight, every iteration.
Ten minutes in, the CEO started checking email. By minute 25, the CFO interrupted with a question that revealed he'd stopped listening at minute 5.
The work was good. The presentation killed it.
Why This Happens
Executives don't think like designers. Their days are packed with decisions across every function. They have maybe 15 minutes of mental bandwidth for your design review.
If you spend those 15 minutes on process, you've wasted your shot.
What they want: What's the recommendation? Why should I approve it? What's the risk? How much?
What we give them: Research methodology. Synthesis process. Iterations 1, 2, 3, 4. Final design with 45 seconds left.
The Structure That Works
Minute 0-2: Your recommendation.
Start with the answer. Not the problem. The answer.
"We should rebuild checkout. This will reduce cart abandonment by 23% and add approximately $2.3M annually."
Now they know what they're evaluating.
Minute 2-5: The evidence.
Why should they believe you? Pick 2-3 data points. Max.
Minute 5-8: The solution.
Now show the design. Briefly. Focus on changes that address the data you just shared.
Minute 8-10: The ask.
What do you need? Be specific. "We need approval to move forward" is clear. "Thoughts?" is not.
Minute 10-15: Discussion.
If you've structured well, questions will be about execution, not justification.
When They Start Redesigning
It happens. Here's the move:
"That's a great instinct. We explored something similar. Let me show you what we learned."
Then show the data that ruled out their approach. You're not disagreeing. You're informing.
Before You Present
Answer these questions:
- What decision do I need from this meeting?
- What objections are most likely?
- Who in the room can I count on?
- What will I say if the answer is no?
Most designers prep the presentation. Few prep the conversation.
Related: