[Company Name] · Presentation Standards
The standards, applied
First, a good-vs-great masterclass: thirteen everyday operational comparisons — data, structure, and narrative slides — each compliant then distilled, marked with ✓ GOOD and ★ GREAT stickers. Then the full fictional FY2026 Growth Review board deck. Press T for team training notes, N for speaker notes.
← Back to the standards (index.html)Version [1.0] · Companion to index.html
Good follows the rules. Great also distills
Fewer elements
If it doesn't serve the message, it's cut — or moved to the appendix.
Bigger takeaway
The one number or phrase that matters gets the most pixels.
More whitespace
Empty space tells the eye where to look. Great slides budget for it.
The density dial: one message, three levels of text
- We tracked on-time delivery across all four regions throughout Q3
- North achieved 94% on-time delivery, the best performance this year
- South reached 92%, while West came in at 84%
- East was lowest at 78%, due to carrier capacity constraints
- Two new carriers are being onboarded in Q4 to address the gap
- South 92% · West 84%
- East: carrier capacity constrained
- [2] new carriers start [Q4]
Same weekly report, same message. Less text on the slide, more in the talk track — fewer words, more impact.
On-time delivery averaged 87% in [Q3]
Compliant: action title, direct labels, units, source — and a perfectly true story. But the average hides the real one.
West and East missed the 90% on-time target in [Q3]
Same data — one dashed line turns four bars into winners and laggards. Nothing was added but the line.
The warehouse automation rollout is on track for [15 Jan]
- Site survey completed at [3] distribution centers in [Sep]
- Vendor contract signed with [Vendor] on [10 Oct]
- Pilot picked [12,000] orders at 99.2% accuracy
- Training materials are in review with site leads
- Go-live for region one remains scheduled for [15 Jan]
Correct, parallel, well-formed — but five equal bullets invite the room to read ahead of the speaker.
On track for [15 Jan]: 99.2% pilot accuracy, vendor risk closed
Same facts — ranked, weighted, and spaced. The detail moved to the talk track (and the appendix).
What stores need to know about the November systems migration
What is happening
The point-of-sale system is being upgraded to [v9]. All [240] stores migrate on the same weekend.
When
Saturday [14 Nov] 22:00 to Sunday [15 Nov] 06:00 local time. Stores trade as normal until closing.
What you need to do
Run the reopen checklist by 08:00 Sunday and report any terminal issues to the help desk.
Correct boxes, clear headers — but the one action hides inside a paragraph, and every word weighs the same.
Stores: one action after the migration — the reopen checklist by Sunday 08:00
POS upgrade to [v9]. Trading is unaffected.
Sat [14 Nov] 22:00 → Sun 06:00 local.
Run the reopen checklist by Sun 08:00.
Same notice, rebuilt: one-word keys, one line each, and the single action promoted into the headline itself.
Site economics: [Austin] sets the cost benchmark
| Site | Orders / day | Cost per order |
|---|---|---|
| [Austin] | 4,200 | $2.85 |
| [Reno] | 3,100 | $3.20 |
| [Columbus] | 2,700 | $4.10 |
Source: [Ops dashboard], [Q3]. Fully compliant — highlight, alignment, source. But the real takeaway still requires arithmetic.
Matching the best site is worth $1.6M a year
| Site | Orders / day | Cost per order |
|---|---|---|
| [Austin] | 4,200 | $2.85 |
| [Reno] | 3,100 | $3.20 |
| [Columbus] | 2,700 | $4.10 |
The arithmetic is done for the room; the table survives as support, not the star. Source: [Ops dashboard], [Q3].
Order fulfilment runs in five steps from checkout to doorstep
Order received
Placed online and logged in the order system.
Payment confirmed
Fraud check and capture, around [2] minutes.
Pick & pack
Warehouse picks, packs, and labels the order.
Carrier pickup
Daily carrier collection at [18:00].
Delivered
Customer delivery in [1–3] days.
A correct flow — aligned boxes, arrows, labels. But five equal steps describe the process; they don't teach the problem.
Pick & pack drives 70% of fulfilment delays
Order & payment
Steps 1–2 · automated · takes minutes
Fulfilment — pick & pack
Step 3 · where delays concentrate 70% of delays
Delivery
Steps 4–5 · carrier · [1–3] days
The same process, grouped into three phases — the bottleneck phase carries the color, the callout, and the headline.
Q3 operations summary: service held, costs rose 6%, one hire gap remains
What went well
Uptime held at 99.95%; support response down to [2.1] hours median.
What needs attention
Unit cost rose 6%; West region missed its on-time delivery target.
What we need
Approve [2] backfills and the routing-tool renewal by [15 Oct].
Compliant: headline carries the summary, three aligned boxes. But three equal boxes ask the room to rank them.
Q3 held service at 99.95% — costs and one hire gap need action
Q3 held its targets — but unit costs rose 6%, and we ask for [2] backfills approved by [15 Oct].
One sentence, three numbers — the entire quarter on one slide.
We reached zero lost-time incidents in [Q3]
Zero lost-time incidents in [Q3].
[214] days
Since our last lost-time incident.
98%
Safety-walk completion across [all] sites.
[12]
Near-miss reports filed — the trend we want.
A true statement with true support — but the milestone shares the stage with three stats, and the applause line drowns.
Zero lost-time incidents in [Q3] — the first clean quarter in three years
lost-time incidents in [Q3] — the first clean quarter in three years
[214] days and counting · [EHS log], [Q3] · near-miss reporting up [12%]
One number, full stop. The supporting stats become a whisper at the bottom — the milestone gets the whole stage.
Four milestones between today and the [15 Jan] go-live
[30 Sep] · Pilot
Design partners onboarded, first picks running.
[10 Oct] · Contract
Vendor terms signed and filed.
[15 Nov] · Training
Site leads certified on the new flow.
[15 Jan] · Go-live
Region one automated end to end.
A correct sequence — but four equal boxes describe the plan; nothing tells you where you are in it, or who owns it.
Timeline on track for [15 Jan] — training is where we are
One axis, three states — done, now, ahead. Dates align on the line; the owner is one glance away.
The weekly scoreboard: four numbers across the business
87%
On-time delivery · [Q3]
99.95%
Uptime · service level
+6%
Unit cost · vs [Q2]
[214] days
Without a lost-time incident
Four cards, equal weight — correct, but a scoreboard must rank, not list. Which number is the meeting about?
One metric matters this week: delivery missed its target
One focus metric carries the story; the rest shrink to trend chips — glanceable, not loud.
The [$400K] request, by allocation
Compliant — labeled, sourced, on-palette. But four numbers with no hierarchy; the room must find the pattern.
Engineering carries the build: [$240K] of the [$400K]
Same data — one bar carries the story: build first, everything else scales with it.
What happened during the [4-hour] pick-line outage at [Reno]
Conveyor fault stops picking. Alarms fire; no owner assigned. Shift lead starts calling down the list.
Root cause found: a failed drive motor. The right technician is reached on the fourth call — 40 minutes in.
Manual pick zone opened. Orders resume at reduced rate; backlog grows to [2,100] units.
Motor replaced, full rate restored. Post-incident review finds the escalation path cost more than the fault.
Accurate, timestamped, labelled — a proper timeline of events. But every box weighs the same, and the lesson hides in the last sentence.
The [12 Mar] outage cost [$48K] — and fixed our escalation path
Drive motor failed at [09:10]; picking stopped cold.
The fault was found in [12] minutes — the right technician took [40] more, on the fourth call.
Manual zone at T+2h; full rate at T+4h; backlog cleared overnight.
The outage cost [$48K]; the escalation path cost [40] of the [52] lost minutes. Tiered paging went live [2 Apr]: triage now reaches the right specialist in [6] minutes.
Same events, retold as an arc — trigger, escalation, resolution — with the payoff in a highlighted lesson box. The room leaves with the fix, not the timeline.
The [Austin] case: [29,000] errors a year, traced to [2] pick paths
Second-largest site: [4,200] orders/day, [62] pick staff, peak volume +[40]%.
[1.9%] pick errors — [29,000] a year. Returns, rework, credits: [$0.74] per order.
Layout, not staffing, drives errors — [Reno] runs the same staffing at [0.9%].
[6] weeks of error logs: [68%] of misses sit on [2] of [11] pick paths.
A · full automation [$1.4M] — B · one line + redesign [$260K] — C · retrain [$40K].
Option B: prove accuracy and economics on one line before any [$1.4M] bet.
[10] weeks side-by-side: [99.2%] vs [98.1%] accuracy · cost per order [−18%].
Scale to [Reno] in [Q1]: [60%] of install cost, [70%] of the gain.
The complete case file — context through next step, every box labelled, every number sourced. Rigorous, reviewable… and a document: the decision-maker reads eight boxes to reach one answer.
The cheapest site wasn't — and the fix pays back in [7] months
Scale the pick-path fix: [$260K] at [Austin] verified [$430K] a year in savings — a [7]-month payback, proven on one live line.
The benchmark was an illusion: [$2.85]/order is [$3.59] once errors are priced in — [21¢] worse than [Reno].
[10] weeks, one line, side-by-side: [99.2%] vs [98.1%] accuracy — the [2] redesigned paths shed [68%] of misses.
Staged rollout: each site pays back before the next starts — pilot-first capped the risk at [19%] of the [$1.4M] ask.
The same case in pyramid order: the answer first, three arguments that carry it, one decision requested. The eight-box case file moves to the appendix — untouched.
A pilot store manager describes her first month with the new flow
Honest, attributed, properly set — the full quote earns trust. But the quotable line is one sentence deep, competing with four others.
Pilot managers would keep it: [87%] — in their words
The pull quote: one sentence at display size, attribution beneath, numbers as chips. Editing a quote is distillation too — verbatim, and labelled as such.
One year of the delivery dashboard: what changed
The weekly report arrived [3 days] after the week closed — teams were fixing problems three weeks old.
Moved the four site metrics to a live dashboard; killed the [14]-slide weekly deck; one owner per metric.
Reaction time and review length:
The retrospective shape: happened → changed → changed. Labels on the left, story on the right, before→after in the last row. Use it quarterly; it earns its slide.
Masterclass complete
The full deck
- Executive summary — the answer first
- Situation → complication → question → answer
- Evidence, plan, risks, and the ask
- Key decisions, takeaways, closing, appendix
FY2026 Growth Review
A proposal to launch our subscription tier in Q4 [2026]
Board of Directors · [19 Aug 2026] · Presented by [Name, Role]
Growth stalled in H1 — we propose a subscription tier in Q4
What happened
License revenue fell 12% in H1 [2026] as the market moved to subscription pricing.
What we propose
Launch a subscription tier: private beta in [Sep], general availability [1 Dec 2026].
The ask
Approve [$400K] and [3] new hires by [15 Sep 2026].
Section 1 of 3
Where we stand
- FY [2025]: 20% growth, led by enterprise licenses
- H1 [2026]: license revenue fell 12%
- The market moved to subscriptions
- The question for the board
We grew 20% in FY [2025], driven by enterprise licenses
License revenue fell 12% in H1 [2026] — the first decline in five years
The market moved: competitors shifted over half their customers to subscriptions
| Company | Model since | Customers on subscription |
|---|---|---|
| [Competitor A] | [2024] | 60% |
| [Competitor B] | [2025] | 55% |
| [Company Name] (us) | Licenses only | 0% |
Source: [Industry analyst report], [Jun 2026]
The question for the board
"How do we restart growth — before the market finishes moving?"
Section 2 of 3
Our recommendation
- The answer: a subscription tier in Q4 [2026]
- The evidence: pricing the customers confirmed
Launch a subscription tier in Q4 [2026]
What
[$49] per user per month, with monthly and annual plans.
How
A three-phase rollout — private beta, open beta, general availability [1 Dec 2026].
Return
$2.5M in annual recurring revenue within the first 12 months.
Customers confirmed the pricing: 68% prefer the annual plan
Section 3 of 3
The plan and the ask
- Three-phase rollout to general availability
- The $2.5M ARR target — and its assumptions
- Risks, mitigations, and the decision we need
A three-phase rollout reaches general availability in Q4
Phase 1 · [Sep]
Private beta with [20] design partners; pricing fence live.
Phase 2 · [Oct–Nov]
Open beta; billing and license-migration tools integrated.
Phase 3 · [Dec]
General availability; migration offer to the licensed base.
Ownership: every phase has one name
| Phase | Owner | Support |
|---|---|---|
| Private beta · [Sep] | [Priya, Engineering] | [Sales ops], [Support] |
| Open beta · [Oct–Nov] | [Sam, Product] | [Engineering squad] |
| General availability · [Dec] | [Mia, General Manager] | [All of operations] |
One owner per line — a phase with two owners has none. Full RACI detail lives in the appendix.
subscription ARR targeted in the first 12 months
Assumes [5%] of the licensed base converts at [$49]/user/mo · churn [3%]/month · workings in the appendix
ARR builds to $2.5M by [Q4 2027] — subscriptions compound
Assumes [5%] of the licensed base converts per quarter · churn [3%]/month · workings in the appendix.
Two risks stand out — both have a mitigation
Licenses may convert to subscriptions faster than new customers sign up.
Mitigation
Pricing fence: new collaboration features ship subscription-first.
Upfront license cash becomes monthly revenue, collected over time.
Mitigation
Annual prepay incentive: [2] months free on yearly plans.
The ask: approve [$400K] and [3] hires by [15 Sep 2026]
| Item | Detail | Needed by |
|---|---|---|
| Budget | [$400K] — build, billing integration, launch | [15 Sep 2026] |
| People | [3] roles — two engineers, one product manager | [15 Sep 2026] |
| Decision | Board vote on the Q4 launch | [15 Sep 2026] |
If approved: private beta starts [30 Sep 2026]; general availability [1 Dec 2026].
Three decisions are needed from the board today
Every decision has its options on the table and our recommendation marked. Vote requested by [15 Sep 2026].
If you remember three things from today
To recap: launch the subscription tier in Q4 — decision by [15 Sep]
Remember
Enterprise is already moving — 62% adoption. We follow the revenue.
Next steps
Decision [15 Sep] → private beta [30 Sep] → general availability [1 Dec].
Questions
[Presenter name] · [email] · [chat channel] · deck: [intranet link]
Thank you — backup detail is in the appendix.
FY2026 Growth Review
Appendix
- A1 · Quarterly revenue detail
- A2 · Methodology and sources
Quarterly revenue detail and methodology
| Quarter | License, $M | Subscription, $M | Total, $M |
|---|---|---|---|
| Q1 [2025] | 2.2 | 0.0 | 2.2 |
| Q2 [2025] | 2.4 | 0.0 | 2.4 |
| Q3 [2025] | 2.3 | 0.0 | 2.3 |
| Q4 [2025] | 2.2 | 0.0 | 2.2 |
| Q1 [2026] | 2.1 | 0.1 | 2.2 |
| Q2 [2026] | 1.9 | 0.1 | 2.0 |
File name: FY26-Growth-Review_Board_2026-08-19_v03.pptx — named per the convention.