Executives don't care about tactical benefits like 'five fewer clicks'. A crucial skill for modern sellers is to extrapolate that tactical user-level gain into a strategic business outcome. You must translate efficiency into revenue, connecting the dots from a daily task to the company's bottom line.

Not all design impact can be quantified with metrics. When data is unavailable, frame your value by highlighting contributions to competitive parity, internal team efficiency, or bug reduction. This holistic view of business health resonates with leadership beyond just product managers.

The speaker lost a promising lead by describing his service with vague terms like "strategy" and "enablement." He realized he should have focused on the specific, tangible problems his service solves, like overcoming cultural differences for offshore sales teams calling into America.

To increase the "memobility" of your ideas so they can spread without you, package them into concise frameworks, diagrams, and stories. This helps others grasp and re-transmit your concepts accurately, especially when you can connect a customer pain to a business problem.

To get buy-in from skeptical, business-focused stakeholders, avoid jargon about user needs. Instead, frame discovery as a method to protect the company's investment in the product team, ensuring you don't build things nobody uses and burn money. This aligns product work with financial prudence.

To get product management buy-in for technical initiatives like refactoring or scaling, engineering leadership is responsible for translating the work into clear business or customer value. Instead of just stating the technical need, explain how it enables faster feature development or access to a larger customer base.

Sellers often adopt an overly formal, academic persona when speaking to executives, which creates distance. In reality, executive conversations are simple, direct, and unpretentious. Drop the jargon and complicated words. Your goal is clear communication, not demonstrating your vocabulary.

Creating products customers love is only half the battle. Product leaders must also demonstrate and clearly communicate the product's business impact. This ability to speak to financial outcomes is crucial for getting project approval and necessary budget.

To keep non-technical stakeholders engaged, don't show code or API responses. Instead, have team members role-play a customer scenario (e.g., a customer service call) to demonstrate the 'before' and 'after' impact of a new platform service. This makes abstract technical progress tangible and exciting.