Board Presentation Guide
What executives should consider when preparing board presentations — audience, structure, key elements, and decision-ready deliverables.
What Executives Should Consider
Know Your Audience
- Board composition (finance, operations, industry experts)
- Time in role and prior exposure to the topic
- What decisions they can make vs. inform
- Typical questions and concerns
Timing & Format
- Allocated time (often 10–20 min for new initiatives)
- Pre-read vs. live presentation balance
- Q&A expectations and follow-up process
- Whether it’s for information or approval
Clear Narrative
- One-page executive summary upfront
- Problem → Solution → Ask in 3–5 slides
- Evidence over hype (benchmarks, case studies)
- Explicit decision or recommendation
Risk & Governance
- Risks and mitigations, not just upside
- Regulatory and compliance implications
- Success probability and sensitivity ranges
- Governance and oversight model
Key Elements of a Board Presentation
Executive Summary
One slide or one page. Problem, proposed solution, key metrics, and explicit ask. Board members should understand the recommendation in under 2 minutes.
Strategic Context
How this fits the company strategy, competitive landscape, and why now. Connect to board-level priorities (growth, risk, transformation).
Business Case & Financials
ROI, NPV, payback period. Use risk-adjusted projections. Show sensitivity (optimistic, base, pessimistic). Cite benchmarks where possible.
Risk Assessment
Key risks (technology, adoption, regulatory, data) and mitigations. Success probability. What could go wrong and how you’ll handle it.
Implementation Plan
Timeline, phases, milestones. Resource requirements. Governance and oversight. Clear go/no-go criteria.
Decision Request
Explicit ask: approve, defer, or request more information. Next steps and owners. Timeline for follow-up.
Appendix
Detailed data, methodology, backup slides. Available for deep dives but not presented live. Keeps main deck focused.
Common Pitfalls to Avoid
- • Too much detail: Boards need synthesis, not 50-slide decks
- • No clear ask: End with an explicit recommendation and decision
- • Overly optimistic projections: Use risk-adjusted ROI and sensitivity
- • Ignoring risks: Address risks and mitigations proactively
- • Jargon and acronyms: Use plain language; define terms if needed
- • No benchmarks: Reference industry or peer data for credibility
Generate Board-Ready Materials
Use Infinidatum tools to build evidence-based, board-ready deliverables: