Published: 4/21/2026

Why do some of the most brilliant professionals struggle the hardest to make an impact with their expertise?

It’s not for lack of data. Or experience. Or confirmation by their peers.

One of my favorite lines in a presentation came from an energy and economics analyst. Once you hear it, you can’t unhear it.

But when he originally came to me with his outline, the crown jewel of his talk was buried halfway through. There was background, data, buildup – plenty of time to get lost and miss it.

So without any changes to the energy or financial insights, we simply put that line first.

“Liquified natural gas is the champagne of fuels.”

Everyone leaned in.

“It’s expensive, it’s only available to a select few, and it’s impossible to scale.”

And then it clicked.

Data is the Champagne of Presentations

The meat of your communication is not the numbers. It’s the framing behind them.

Throw too many facts and figures at your audience and they’ll get a headache as if they had one too many glasses of bubbly. Cram them all in too soon and it’s like drinking on an empty stomach.

As you prepare your talk, before you tell the data, tell the story. What’s your recommendation, request, or proposal? Get crystal clear on that, and let the numbers flow from there.

Compare these two statements:

“Constructing an LNG liquefaction plant costs at least $1.5 billion per 1 million tonnes per annum (MTPA) of capacity. A receiving/regasification terminal costs around $1 billion per 1 billion cubic feet per day of throughput. And LNG tankers run $200–300 million each. After approving the investment, it takes 4-5 years to complete the project.”

Vs.

“Before you've sold a single molecule of gas, you’ve sunk billions into each end of the supply chain, plus a fleet of custom tankers in between, with no guarantee of future market conditions.”

Which one is easier to follow?

Big Picture Before the Microscope

The first almost requires a second reading on its own. Now imagine listening to those sentences in a presentation – how much information is going to stick?

Meanwhile, the second statement does contain a number, but it’s paired with the key takeaway of a shaky investment. More granular data can follow naturally once listeners have wrapped their heads around the big picture and why we care.

Start with the 30,000 foot view of your idea. You should be able to boil it down to one or two key numbers that can be explained in a single sentence. For example:

“Today, we are requesting approval for X investment where we expect Y ROI. Let’s walk through the numbers and the risk factors.”

By itself, this is already an effective opener for an investor pitch or a board presentation. It sets clear expectations, anchors the audience to the big picture, and keeps everything simple. It works far better than if you started with your background, your growth over time, or the individual statistics behind your project.

No One Remembers Numbers

How easy is it to remember phone numbers, birthdays, and appointment times? No one can keep track of all that without help, and these are simple numbers that we use in our daily lives.

Your listeners will not keep track of all the data you present to them. That’s ok. They don’t need to. You just need to make it easy for them to hold the core idea in their minds as you explain it in more detail.

Anchor them to the conclusion first, and they’ll follow the story, even when specific numbers come and go from their memory. They’ll retain the most important figures and the big picture of why they should support your idea.

People Buy the Conclusion, Not the Setup

Your listeners need to know the main point right away to make the supporting details stick. Of course, you still need the appropriate data to back up your points. Just make sure your audience is primed and ready. If you don’t position your numbers properly, they will kill your ideas, even when they might otherwise have been extremely valuable.

Sell your story first in one clean sentence. Is your point clear enough to be seen from space? If not, you don’t need more data – you need more effective framing and execution of your key idea. Say it simply, clearly, and concisely, and let the numbers flow from there.