Presenting to Executives
Leading with the decision and the business consequence, at a level of abstraction where technology names do not appear.
The structural mistake is presenting the way the work was done — context, then analysis, then options, then conclusion. Executives need the conclusion first, because they may only have three minutes and because they are deciding whether to fund something, not learning how it works.
The shape that lands: the ask (what decision is needed, by when), the outcome (what the business can do that it cannot do now), the cost (build and run, as one number each), the top two risks and how they are being managed, and what happens if we do nothing — which is usually the most persuasive slide and the most often omitted.
Technology names do not appear. Neither do architecture diagrams, unless one context diagram genuinely clarifies scope. If a question goes deeper, answer it; do not pre-empt it with detail that costs you the room.