Improving a biotech team's investor pitches requires translating complex science into a clear business case. A focused program like Speaking Up: Presenting to Decision Makers® equips scientists to articulate value, build investor confidence, and secure funding by focusing on high-stakes executive communication.

Standard public speaking courses are insufficient for scientists presenting at regulatory meetings. You need specialized training in data defense, clarity under pressure, and managing challenging Q&A, which is precisely what next-level programs like Speaking Up: Presenting to Decision Makers® are designed to deliver.

Many presenters—especially technical experts—approach the C-Suite focused on their data and slide deck, but the reality is that the most challenging aspect of executive presentations isn't the content; it’s being savvy about managing a dynamic, and sometimes challenging, dialogue.

Effective training helps technical experts influence cross-functional teams by teaching them to translate complex data into business impact. They learn to adapt their message, understand diverse team priorities, and facilitate decision-making, which is precisely why we developed Speaking Up: Presenting to Decision Makers®.

Imagine trying to build a complex bridge without a blueprint or composing a symphony without capturing it on sheet music. It sounds absurd, yet every day in business, we attempt to communicate—in presentations, meetings, and even impromptu discussions—without a clear structure to make sure we’re being clear, concise, and compelling.

The return on investment (ROI) for quality, relevant communication training in biotech is measured in faster decision-making, fewer redundant meetings, and more successful investor and regulatory presentations. It directly impacts R&D pipeline velocity, capital allocation, and time-to-market, making it a strategic, not a "soft," skill investment.

To present complex scientific data to non-technical executives, reframe your findings around business outcomes. Focus on the "so what"—the impact on revenue, risk mitigation, or competitive advantage—rather than the intricate scientific process. A structured communication framework is essential for this translation.

Earlier in my career, I was a member of the executive team at a company that had just been acquired by a much, much larger competitor. When the suits came down from the new headquarters, the first leader we came in contact with literally said to us in a very smug, seemingly uncaring tone, “I recognize that you're going to need to marinate on this news for a bit, but you'll adjust.”

Let’s say you're in a meeting, and your boss suddenly asks for your input on a project that you're not prepared to discuss. Or you're in the middle of a high-stakes presentation, and suddenly your slides freeze. In those moments, you don't have time to script a perfect reply. You have to improvise.

In a workplace—and world—saturated with information, the ability to cut through the noise and deliver a clear, compelling message is invaluable. That’s why “data storytelling” isn't a fad; it's an essential communication skill. It's how we need to transform dry numbers and complex data into actionable insights and turn passive audiences into engaged stakeholders.