[Project Type • [Year] • [Programs Used]
[Project Name]
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CLIENT
[Client Name]
MY ROLE
[My role]
TIMELINE
[Timeline]
PLATFORM
[Platform]
AUDIENCE
[Audience]
01 – EXECUTIVE OVERVIEW
[The challenge, the approach, and the outcome.]
One to two sentences establishing the business context — who the client is, what they needed to communicate, and why this presentation moment was strategically significant. Frame this for a reader who doesn't know the organization.
A second paragraph covering the core communications challenge and your mandate. What was the brief? What made this engagement complex — audience scale, timeline, confidentiality constraints, or competing internal narratives?
KEY OUTCOME
Example: Presented to 3,000 global leaders across 12 markets. The CEO extended the core deck across the full earnings cycle — the template system was adopted company-wide.
02 – BUSINESS CONTEXT
[Why this presentation existed and was at stake]
Describe the broader business environment — what was happening organizationally, what triggered this engagement, and what the communication moment needed to accomplish. Helps executive readers understand the strategic stakes before they see the work.
What was the current state of the narrative? Was there misalignment between business units? A rebrand or acquisition to absorb? A board audience that needed a new story? Grounding the reader in this context makes every subsequent design decision feel purposeful rather than stylistic.
Include the audience here if the strip label isn't enough — who they were, what they needed from this moment, and what made them a complex or high-stakes room to design for.
03 – THE CHALLENGE
[The specific communication problem you were brought in to solve.]
Narrow from the business context to the precise problem. The best case studies at this level are specific — not "we needed better slides" but "three business units were presenting conflicting brand narratives to the same room of institutional investors, and the CEO had no unified voice."
Title | Make It |
|---|---|
Aunt Bette's Homemade Pecan Pie | Make It |
Rockin’ Rocky Road Ice Cream | Make It |
Tom’s Heavenly Apple Strudel | Make It |
Joe’s Divine Butter Tarts | Make It |
Initial concept before review.
Approved execution on stage.
04 – STRATEGIC APPROACH
[The principles that shaped the design direction before a single slide was built.]
Before execution, describe the strategic frame — the bets and principles that guided which direction to pursue. This is where you show systems thinking and narrative judgment, not just visual craft.
Title | Make It |
|---|---|
Aunt Bette's Homemade Pecan Pie | Make It |
Rockin’ Rocky Road Ice Cream | Make It |
Tom’s Heavenly Apple Strudel | Make It |
Joe’s Divine Butter Tarts | Make It |
05 – DESIGN PROCESS & CRAFT
[What happened when the work landed.]
Describe the broader business environment — what was happening organizationally, what triggered this engagement, and what the communication moment needed to accomplish. Helps executive readers understand the strategic stakes before they see the work.
What was the current state of the narrative? Was there misalignment between business units? A rebrand or acquisition to absorb? A board audience that needed a new story? Grounding the reader in this context makes every subsequent design decision feel purposeful rather than stylistic.
Include the audience here if the strip label isn't enough — who they were, what they needed from this moment, and what made them a complex or high-stakes room to design for.
The opening title sequence — designed to land within the first 8 seconds of the CEO taking the stage.
06 – FINAL DELIVERABLES
[What was produced and delivered.]
A complete picture of the tangible outputs — every asset produced, documented, and delivered as part of this engagement.
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The final delivered work — title slide and stage environment as presented at the global leadership summit.
07 – RECEPTION & IMPACT
[What happened when the work was delivered.]
Outcomes at delivery and in the weeks that followed. For confidential engagements, the clearest indicators of success are how the work was received, how long it stayed in use, and what it made possible next.
OUTCOME
Example: Presented to 3,000 global leaders across 12 markets. The CEO extended the core deck across the full earnings cycle — the template system was adopted company-wide.
What stood out: The template system became the most tangible long-term output — originally a delivery tool for business unit leads, it has since been adopted as the company's standard presentation framework across all markets. What was built as a one-off engagement became infrastructure.
The client extended the engagement for the following quarter's investor day presentation — the clearest signal that the work delivered against expectations.
The opening title sequence — designed to land within the first 8 seconds of the CEO taking the stage.
08 – REFLECTION
[What I'd do differently.]
If given more time or a cleaner brief at the start, the narrative framework stage would have been a two-week standalone phase rather than compressed into the first week alongside early design work. Running strategy and visual development in parallel under pressure introduced revision cycles that a more structured process would have avoided.
The template system was originally scoped as a secondary deliverable. In retrospect, it was the most strategically valuable output of the engagement — it should have been scoped as a primary deliverable from day one, with dedicated time for documentation and handoff.