Smart Meetings interviews InVision CEO Angie Smith
Ever wonder how to make a stronger case to your C-suite to gain buy-in for your initiatives? Such as growing your programs or attaining more budget? How can experiential marketers achieve greater success in making a compelling business case and confidently navigating executive conversations?
In a dynamic and enlightening session at PCMA Convening Leaders, Angie Smith, CEO of InVision Communications, shared hard-earned lessons on presenting data to the C-suite. Her presentation, “Making My Data-Supported Business Case to C-Level,” provided attendees with actionable strategies to secure executive buy-in by aligning with their priorities and speaking their language.
Drawing on her experiences, Angie emphasized the importance of aligning your message with your audience’s goals and priorities. Here are key takeaways:
Understand the Executive Mindset
Executives are laser-focused on business outcomes. While event metrics like content delivery scores or attendee demographics might excite event planners, executives prioritize revenue, ROI, cost savings, long-term strategic impact, and actionable insights. Tailor presentations to these priorities. Before walking into the boardroom, ask yourself:
- How does this data align with company goals?
- What insights will drive decision-making at the executive level?
Focus on Impact, Not Details
Overly detailed presentations will fall flat with executives. The takeaway? Granular data serves as your foundation; only present high-level outcomes that demonstrate the program’s impact. Distinguish between “vanity metrics” (e.g., attendance numbers) and “value metrics” (e.g., ROI, customer retention). Use benchmarks and comparisons to provide context and credibility to your data.
Read More: Lessons from an Over-the-Top Brand Experience Summit in Vegas
- Highlight results over processes. For example, instead of detailing the mechanics of a sales kickoff event, emphasize how it drove revenue growth or increased sales pipeline velocity.
- Every data point shared should serve a purpose. If it doesn’t answer “why this matters,” leave it out.
Lead with a Story
Data alone won’t capture attention. Executives want a narrative—a compelling story that connects numbers to impact. Begin with a clear and relatable challenge, show how your initiative addressed it, and conclude with measurable outcomes.
- Structure your story to engage quickly: “Tell me a story, don’t just give me info.”
- Use visuals, analogies, and concise framing to make your points resonate.
Read More: Take 5: Event Storytelling and Matchmaking
Tie It All Together: The “Now What?” Factor
An executive presentation shouldn’t simply present data; it should connect the dots between the initiative, the story, and organizational goals.
- Clearly articulate how your program contributed to achieving the company’s objectives.
- Conclude with a clear “now what?”—providing actionable recommendations or next steps based on the data.
Embrace Constructive Feedback
View criticism as an opportunity to align more closely with executive expectations and refine your approach. Before your meeting, prepare for challenging questions by anticipating executive concerns.
- Remember that the C-suite is composed of humans—they value transparency, adaptability, and relevance.
- Stay composed and confident when faced with critical feedback and pivot the conversation toward shared goals.
Bringing It All Together
Angie Smith’s session was a masterclass in transforming data into actionable decisions. By understanding the executive mindset, prioritizing impact, leading with a compelling story, and tying it all back to organizational goals, marketers can deliver presentations that resonate in the boardroom.
When building your next business case, ask yourself:
- Am I addressing what matters most to the C-suite?
- Is my presentation focused, impactful, and actionable?
- Can I clearly demonstrate the “so what?” of my data?
Smart Meetings Interview with Angie Smith
What are some common mistakes meeting and event planners make when pitching to the C-suite, and how can they avoid them?
Focusing on logistics over business impact: Too often, event planners highlight execution details—venue, attendee count, satisfaction scores—without tying them to broader business objectives. The C-suite wants to know: How does this drive revenue, improve retention, or enhance brand equity? Shift the conversation to measurable outcomes and strategic value.
Drowning executives in data: While numbers are important, too much detail can dilute the message. Prioritize value metrics over vanity metrics—focus on ROI, customer engagement, and pipeline acceleration rather than just attendance numbers. Every insight should answer: Why does this matter?
Lacking a clear and compelling narrative: Data alone doesn’t inspire action—stories do. Frame your pitch with a beginning (the challenge), a middle (the strategy), and an end (the impact). Use concise visuals, compelling anecdotes, and a results-driven approach to make your message resonate.
What unexpected questions might planners encounter, and how can they best prepare to answer them?
“How does this align with our business goals?” Executives need to see a direct line between the event and the company’s strategic priorities. Be prepared to articulate this connection with clarity and confidence.
“What are the tangible business results?” Go beyond engagement stats—highlight how the event moved the needle on revenue, customer retention, deal velocity, or cost efficiencies.
“What’s next?” A great pitch doesn’t just present results—it paves the way forward. Have a roadmap ready, outlining next steps, optimization opportunities, and future impact.
Many professionals struggle with condensing granular data into high-level insights. What strategies or tools do you recommend to help them refine their presentations for maximum impact?
Lead with insights, not details: Start with the headline—What’s the key takeaway?—then back it up with supporting data. Executives should grasp the impact within the first minute.
Context is everything: Use benchmarks, trends, and year-over-year comparisons to make your data more meaningful and persuasive.
Turn numbers into narratives: Instead of just presenting figures, connect them to real-world impact—how did this event accelerate sales, deepen customer relationships, or drive measurable change?
Make it visual: Simple, high-impact charts, infographics, and well-structured slides make data digestible and compelling.
Beyond securing initial buy-in, how can professionals maintain executive engagement and continue demonstrating the long-term value of their initiatives?
Consistently report on impact: Keep the C-suite engaged with ongoing updates that demonstrate how the initiative continues to deliver results.
Always tie back to business priorities: Show how event strategies evolve to support shifting company goals, ensuring long-term alignment and relevance.
Embrace feedback as fuel for growth: View executive input as an opportunity to refine, optimize, and strengthen future initiatives.
Define a clear path forward: Executive engagement isn’t just about looking back—it’s about shaping what’s next. Present actionable recommendations, outline next steps, and continue building momentum.
