[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

[Company Name]FY2026 Growth Review — sample
Good vs great

Good follows the rules. Great also distills

Thirteen comparisons follow — charts, bullets, text boxes, tables, flows, summaries, pure messages, timelines, scoreboards, budgets — and the narrative set: an incident story, a case study, and a quote. Each shown twice: first compliant, then distilled.
GOOD
follows the rules — nothing broken
GREAT
rules + distillation — nothing wasted

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.

[Company Name]FY2026 Growth Review — sample
Good vs great

The density dial: one message, three levels of text

The wall
Logistics performance review
  • 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
The bullets
North hit 94% on-time — East trails at 78%
  • South 92% · West 84%
  • East: carrier capacity constrained
  • [2] new carriers start [Q4]
The takeaway
78%
on-time delivery in East — 16 points behind North (94%)
Weekly logistics report · [Q3] · [41,000] orders

Same weekly report, same message. Less text on the slide, more in the talk track — fewer words, more impact.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Chart

On-time delivery averaged 87% in [Q3]

On-time delivery by region, % of orders
94
92
84
78
NorthSouthWestEast
Source: [Weekly logistics report], [Q3] · % of orders delivered on time

Compliant: action title, direct labels, units, source — and a perfectly true story. But the average hides the real one.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Chart

West and East missed the 90% on-time target in [Q3]

On-time delivery by region, % of orders 2 regions below target
TARGET 90%
94
92
84
78
NorthSouthWestEast
Source: [Weekly logistics report], [Q3] · % of orders delivered on time · target: [90%]

Same data — one dashed line turns four bars into winners and laggards. Nothing was added but the line.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Text

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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Text

On track for [15 Jan]: 99.2% pilot accuracy, vendor risk closed

On track — go-live [15 Jan], on the approved budget
Proven — 99.2% accuracy across [12,000] pilot orders
De-risked — vendor contract signed [10 Oct]; training complete by [Dec]

Same facts — ranked, weighted, and spaced. The detail moved to the talk track (and the appendix).

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Text boxes

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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Text boxes

Stores: one action after the migration — the reopen checklist by Sunday 08:00

What

POS upgrade to [v9]. Trading is unaffected.

When

Sat [14 Nov] 22:00 → Sun 06:00 local.

You

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.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Table

Site economics: [Austin] sets the cost benchmark

SiteOrders / dayCost 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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Table

Matching the best site is worth $1.6M a year

$4.10
Highest cost per order — [Columbus]
$1.25
The gap to the best site
$1.6M
Annual saving if all sites match [Austin]
SiteOrders / dayCost 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].

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Flow diagram

Order fulfilment runs in five steps from checkout to doorstep

1
Order received

Placed online and logged in the order system.

2
Payment confirmed

Fraud check and capture, around [2] minutes.

3
Pick & pack

Warehouse picks, packs, and labels the order.

4
Carrier pickup

Daily carrier collection at [18:00].

5
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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Flow diagram

Pick & pack drives 70% of fulfilment delays

1
Order & payment

Steps 1–2 · automated · takes minutes

2
Fulfilment — pick & pack

Step 3 · where delays concentrate 70% of delays

3
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.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Executive summary

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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Executive summary

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].

99.95%
Uptime — held, no action needed
+6%
Unit cost — under review
[2]
Backfills to approve by [15 Oct]

One sentence, three numbers — the entire quarter on one slide.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Messaging 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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Messaging slide

Zero lost-time incidents in [Q3] — the first clean quarter in three years

0

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.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Timeline

Four milestones between today and the [15 Jan] go-live

1
[30 Sep] · Pilot

Design partners onboarded, first picks running.

2
[10 Oct] · Contract

Vendor terms signed and filed.

3
[15 Nov] · Training

Site leads certified on the new flow.

4
[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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Timeline

Timeline on track for [15 Jan] — training is where we are

[30 Sep] Pilot Owner: [Mia]
[10 Oct] Contract Owner: [Sam]
[15 Nov] Training Owner: [Priya] We are here
[15 Jan] Go-live Owner: [Prep team]

One axis, three states — done, now, ahead. Dates align on the line; the owner is one glance away.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Metrics

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?

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Metrics

One metric matters this week: delivery missed its target

87%
On-time delivery · [Q3]
−3 pts vs 90% target
99.95%Uptime→ held
+6%Unit cost↑ watching
[214] daysIncident-free↑ record

One focus metric carries the story; the rest shrink to trend chips — glanceable, not loud.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Budget

The [$400K] request, by allocation

Q4 rollout budget request, $K
240
60
60
40
EngineeringTrainingToolsContingency
Source: [Budget pack], [Q3] · $K

Compliant — labeled, sourced, on-palette. But four numbers with no hierarchy; the room must find the pattern.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Budget

Engineering carries the build: [$240K] of the [$400K]

Q4 rollout budget request, $K 60% to build
240
60
60
40
EngineeringTrainingToolsContingency
Source: [Budget pack], [Q3] · $K

Same data — one bar carries the story: build first, everything else scales with it.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Narrative

What happened during the [4-hour] pick-line outage at [Reno]

T+0 · [09:10] Detected

Conveyor fault stops picking. Alarms fire; no owner assigned. Shift lead starts calling down the list.

T+40 · [09:50] Triage

Root cause found: a failed drive motor. The right technician is reached on the fourth call — 40 minutes in.

T+2H · [11:10] Workaround

Manual pick zone opened. Orders resume at reduced rate; backlog grows to [2,100] units.

T+4H · [13:15] Resolved

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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Narrative

The [12 Mar] outage cost [$48K] — and fixed our escalation path

Trigger

Drive motor failed at [09:10]; picking stopped cold.

Escalation

The fault was found in [12] minutes — the right technician took [40] more, on the fourth call.

Resolution

Manual zone at T+2h; full rate at T+4h; backlog cleared overnight.

Lesson

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.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Case study

The [Austin] case: [29,000] errors a year, traced to [2] pick paths

Context

Second-largest site: [4,200] orders/day, [62] pick staff, peak volume +[40]%.

Problem

[1.9%] pick errors — [29,000] a year. Returns, rework, credits: [$0.74] per order.

Hypothesis

Layout, not staffing, drives errors — [Reno] runs the same staffing at [0.9%].

Analysis

[6] weeks of error logs: [68%] of misses sit on [2] of [11] pick paths.

Options

A · full automation [$1.4M] — B · one line + redesign [$260K] — C · retrain [$40K].

Decision

Option B: prove accuracy and economics on one line before any [$1.4M] bet.

Result

[10] weeks side-by-side: [99.2%] vs [98.1%] accuracy · cost per order [−18%].

Next

Scale to [Reno] in [Q1]: [60%] of install cost, [70%] of the gain.

Source: site systems, [6] weeks of error logs ([Feb–Mar]) · finance quality-cost model

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.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Case study

The cheapest site wasn't — and the fix pays back in [7] months

The answer

Scale the pick-path fix: [$260K] at [Austin] verified [$430K] a year in savings — a [7]-month payback, proven on one live line.

Supported by three arguments — no overlaps, no gaps
1 · The problem is real

The benchmark was an illusion: [$2.85]/order is [$3.59] once errors are priced in — [21¢] worse than [Reno].

2 · The fix is proven

[10] weeks, one line, side-by-side: [99.2%] vs [98.1%] accuracy — the [2] redesigned paths shed [68%] of misses.

3 · The economics work

Staged rollout: each site pays back before the next starts — pilot-first capped the risk at [19%] of the [$1.4M] ask.

DECISION REQUESTED — approve [Reno] replication, [Q1]: [60%] install cost, [70%] of the gain. Full case file: appendix [A3].

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.

[Company Name]FY2026 Growth Review — sample
GOOD
Good vs great · Quote

A pilot store manager describes her first month with the new flow

"Honestly, we were braced for chaos. The old upgrades always left us with paperwork for a week. This time the system was ready when we opened, the checklist took ten minutes instead of an hour, and for the first Saturday I can remember, I actually ended the day with a clean backlog. My team noticed before I did."
— [Name], Store Manager, [Store 214], pilot participant

Honest, attributed, properly set — the full quote earns trust. But the quotable line is one sentence deep, competing with four others.

[Company Name]FY2026 Growth Review — sample
GREAT
Good vs great · Quote

Pilot managers would keep it: [87%] — in their words

"The first Saturday I've ended with a clean backlog."
— [Name], Store Manager, [Store 214] · [6]-week pilot
[87%] of pilot managers would keep it [10 min] reopen checklist, down from an hour
Pulled verbatim from the interview transcript · pilot survey, n = [31]

The pull quote: one sentence at display size, attribution beneath, numbers as chips. Editing a quote is distillation too — verbatim, and labelled as such.

[Company Name]FY2026 Growth Review — sample
GREAT
Format showcase · Retrospective

One year of the delivery dashboard: what changed

What happened

The weekly report arrived [3 days] after the week closed — teams were fixing problems three weeks old.

What we changed

Moved the four site metrics to a live dashboard; killed the [14]-slide weekly deck; one owner per metric.

What changed

Reaction time and review length:

[3 days] report laglive [45 min] review[12 min]

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.

[Company Name]FY2026 Growth Review — sample

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
[Company Name]FY2026 Growth Review — sample
[COMPANY LOGO]

FY2026 Growth Review

A proposal to launch our subscription tier in Q4 [2026]

Board of Directors  ·  [19 Aug 2026]  ·  Presented by [Name, Role]

[Company Name]FY2026 Growth Review — sample
Executive summary

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].

[Company Name]FY2026 Growth Review — sample

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
[Company Name]FY2026 Growth Review — sample
Situation

We grew 20% in FY [2025], driven by enterprise licenses

Revenue by fiscal year, $M
6.3
7.6
9.1
FY [2023]FY [2024]FY [2025]
Source: [Finance BI system], FY [2025] close · $M
[Company Name]FY2026 Growth Review — sample
Complication

License revenue fell 12% in H1 [2026] — the first decline in five years

License revenue by half, $M −12% vs H1 [2025]
4.6
4.5
4.0
H1 [2025]H2 [2025]H1 [2026]
Source: [Finance BI system], extracted [1 Aug 2026] · $M · bars start at zero
[Company Name]FY2026 Growth Review — sample
Complication

The market moved: competitors shifted over half their customers to subscriptions

CompanyModel sinceCustomers on subscription
[Competitor A][2024]60%
[Competitor B][2025]55%
[Company Name] (us)Licenses only0%

Source: [Industry analyst report], [Jun 2026]

[Company Name]FY2026 Growth Review — sample

The question for the board

"How do we restart growth — before the market finishes moving?"

[Company Name]FY2026 Growth Review — sample

Section 2 of 3

Our recommendation

  • The answer: a subscription tier in Q4 [2026]
  • The evidence: pricing the customers confirmed
[Company Name]FY2026 Growth Review — sample
Answer — our recommendation

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.

[Company Name]FY2026 Growth Review — sample
Evidence

Customers confirmed the pricing: 68% prefer the annual plan

Plan preference, % of respondents · annual [$49] / monthly [$59] per user per month
68%
22%
10%
AnnualMonthlyUndecided
Source: [Pricing survey], n = 142 customers, [Jul 2026] · % of respondents
[Company Name]FY2026 Growth Review — sample

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
[Company Name]FY2026 Growth Review — sample
Plan

A three-phase rollout reaches general availability in Q4

1
Phase 1 · [Sep]

Private beta with [20] design partners; pricing fence live.

2
Phase 2 · [Oct–Nov]

Open beta; billing and license-migration tools integrated.

3
Phase 3 · [Dec]

General availability; migration offer to the licensed base.

[Company Name]FY2026 Growth Review — sample
Ownership

Ownership: every phase has one name

PhaseOwnerSupport
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.

[Company Name]FY2026 Growth Review — sample
$2.5M

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

[Company Name]FY2026 Growth Review — sample
The prize, quantified

ARR builds to $2.5M by [Q4 2027] — subscriptions compound

0 0.5 1.0 1.5 2.0 2.5 $M $2.5M [Q4 2026] [Q1 2027] [Q2 2027] [Q3 2027] [Q4 2027]

Assumes [5%] of the licensed base converts per quarter · churn [3%]/month · workings in the appendix.

[Company Name]FY2026 Growth Review — sample
Risks

Two risks stand out — both have a mitigation

Risk · Cannibalization

Licenses may convert to subscriptions faster than new customers sign up.


Mitigation

Pricing fence: new collaboration features ship subscription-first.

Risk · Cash flow

Upfront license cash becomes monthly revenue, collected over time.


Mitigation

Annual prepay incentive: [2] months free on yearly plans.

[Company Name]FY2026 Growth Review — sample
The ask & next steps

The ask: approve [$400K] and [3] hires by [15 Sep 2026]

ItemDetailNeeded by
Budget[$400K] — build, billing integration, launch[15 Sep 2026]
People[3] roles — two engineers, one product manager[15 Sep 2026]
DecisionBoard vote on the Q4 launch[15 Sep 2026]

If approved: private beta starts [30 Sep 2026]; general availability [1 Dec 2026].

[Company Name]FY2026 Growth Review — sample
Key decisions

Three decisions are needed from the board today

1
Launch timing
Options: Q4 [2026]  ·  H1 [2027]
Recommend: Q4
2
Pricing structure
Options: [$49] annual-first  ·  [$59] monthly-first
Recommend: annual-first
3
License migration
Options: opt-in with incentive  ·  automatic migration
Recommend: opt-in

Every decision has its options on the table and our recommendation marked. Vote requested by [15 Sep 2026].

[Company Name]FY2026 Growth Review — sample
Takeaways

If you remember three things from today

The market moved — over half of competitor customers are on subscriptions; we are at 0%
Enterprise leads — one enterprise customer is worth twenty SMB customers
We are ready — plan, pricing, and mitigations in place; decision needed by [15 Sep]
[Company Name]FY2026 Growth Review — sample
Closing

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.

[Company Name]FY2026 Growth Review — sample

FY2026 Growth Review

Appendix

  • A1 · Quarterly revenue detail
  • A2 · Methodology and sources
[Company Name]FY2026 Growth Review — sample
Appendix · A1 / A2

Quarterly revenue detail and methodology

QuarterLicense, $MSubscription, $MTotal, $M
Q1 [2025]2.20.02.2
Q2 [2025]2.40.02.4
Q3 [2025]2.30.02.3
Q4 [2025]2.20.02.2
Q1 [2026]2.10.12.2
Q2 [2026]1.90.12.0
Financials: [Finance BI system], extracted [1 Aug 2026] Pricing survey: n = 142 customers, [Jul 2026] Competitor data: [Industry analyst report], [Jun 2026] A3 · Case file: [Austin] diagnostics — full eight-box analysis, [intranet link]

File name: FY26-Growth-Review_Board_2026-08-19_v03.pptx — named per the convention.

← → to navigate  ·  #N to link  ·  T training notes  ·  [ ] step points  ·  N speaker notes