Using brands in presentations

It is usually hard to find good images of products made by well known brands that are of high quality, not obstructed by advertising copy and free of copyrights. Free photo site Unsplash is trying to change that by building up a revenue model where photographers post (and get paid for) posting images with brands in it. (Curated for quality by Unsplash and endorsed by the brand in question).

This is very useful for presentation designers. Looking for a nice Harley-Davidson motorcycle? Here you go.

I agree with Unsplash’s observation that advertising has deteriorated in quality over the years.

But on their own web site, they can do a bit better with ads for their new shareholder/investor….

Photo by Harley-Davidson on Unsplash

PowerPoint cap in a coalition agreement

On page 41 of the coalition agreement of the new Israeli government, some restrictions are put on PowerPoint presentations:

• 10 pages maximum

• 36 point font minimum

• 20 minutes maximum

• Presentations are not a substitute for reading material

I think the last point is crucial: the presentation of your proposal and your working document with all the facts and backgrounds are two documents. Most people now write their working papers in PowerPoint and then are lazy by putting those slides on the screen. If you made something in presentation software PowerPoint, it does not automatically mean that the end product is a presentation.

I offered the government a special version of SlideMagic with minimum font size 36 and 10-slide page limit.

Hi @naftalibennett, I am the founder of Israel-based presentation startup @SlideMagicHQ and am willing to give a special version to the government with fonts below 36 disabled.

— Jan Schultink (@janschultink) June 16, 2021

Source on Twitter.

Keeping the suspense

The award ceremony of a piano competition builds up to the climax of announcing the #1. But keeping the suspense is not always right. In investor pitches, keeping your audience guessing what it is you actually do, is not a smart thing to do (previous post).

The other day I came across another situation where it did not really work. Email invitation: important org update during the weekly update call. So everyone expects the announcement of a promotion or departure of someone senior. Leave the anecdote, intro, buildup aside. Say what is happening in the first sentence, then provide compliments, congratulations, thank you’s.

Photo by Malcolm Lightbody on Unsplash

The spontaneous speech

Here in Israel we had an eventful swearing in of a new government yesterday. The “swearing in” was preceded by a lot of swearing, heckling, and screaming. One of the members of parliament tossed his prepared speech and instead delivered a spontaneous one on the spot, denouncing the behavior of some of his colleagues.

In the world of presentations, many probably have observed this. You work for months on a document/presentation, think carefully about every slide, and then, when put on the spot without your slides, speaker notes and/or projector, you delivery the whole story eloquently and seemingly without any preparation.

Well, not really without preparation. You have been building this story for months in your head. Without the work, the spontaneous presentation would never have worked. It always a good health check for your presentation, “ditch the deck”, and scribble your story if you had to tell it right now without any support. Then compare notes honestly.

Spontaneous speeches are not for everyone. You need to have the plot very clearly in your mind and avoid being side tracked on tangents, losing your energy and ending the story without the punch.

Photo by Steve Johnson on Unsplash

The "business side"

There is a strong divide between “tech people” and “business people” in startups. Usually people start in “tech” and then move on to “business”. Tech people usually do not want to get into anything “business” and/or pretend not to understand “business”.

Maybe all of this goes back to high school / university where the introvert technology student never was accepted in the extrovert world of fraternities. Later on their careers they were just amazed by all these people that knew all these important sounding concepts and knew exactly what to say in meetings.

Having made the unusual reverse path from “business” to “tech” some advice:

• Yes, every technical founder actually needs to understand a few basics of business. It is like having some proficiency in English, know how to ride a bike, drive a car. It is essential in “business” but also in your personal life.

  • Being able to understand a financial statement: P&L, assets, liabilities, equity, debt, cash flows. It is not hard at all. What matters is not so much the technical terms, but the general approach and philosophy behind it.

  • Understanding the basics of law: agreements, liability, ownership. A tiny 2 month course in engineering school I did was probably one of the most important subjects I took on.

• Ignore and don’t be intimidated by any sophisticated sounding buzzword or concept, if you don’t understand it, ask what it means, or Google the term and you will be surprised how quickly the bubble pops. This is the equivalent of “tech” people claiming their server supports AI-driven cache invalidation (Business people: this does not make sense).

• Every one can make a pitch or tell a story. Your “tech” background does not automatically imply that you should give the pen to someone else. The flip side of this though is that you should invest time and effort in it, rather than using your background as an excuse not to bother.

• A career path that start in “tech” does not necessarily have to end in “business”. “Business” is not more important than “tech”. People often confuse “management” with “business”. Some people like running things (management) and that career is measured by how many people report to you, and/or what amount of revenue your are responsible for. There are other careers in “business” where managing people is less important.

Don’t be afraid of the “business side”.

Photo by Hunters Race on Unsplash

An actual presentation as a template

Most companies have some sort of corporate PowerPoint presentation template sitting on the file system. It consists of a title page, some trackers, some bullet point layouts, some picture slides. The template probably looks ago, but as soon as employees start to use it, this is no longer the case.

Why?

• Most templates are designed as an afterthought, after the logo, web site, letterhead and business card have been approved

• PowerPoint templates are created by designers who understand graphics design, web/print design software, but NOT PowerPoint and as a result a lot of technicalities go wrong

• But most importantly: templates are designed on a blank canvas, encouraging the designer to “do something” with all that white space.

A better approach: start with an actual presentation. The general company introduction, a product sales pitch, last quarter’s analyst presentation. Make that deck look perfect and put on the on the file system as a starting point.

1. The template is designed around actual content, rather than content being forced to fit around a template

2. Most companies need very specific templates. Consumer goods companies: products/packaging demos, market shares and sales across many channels, consumer research data. Pharma: scientific clinical trial data. Chemicals: process layouts, project maps. Consulting firms: fancy frameworks.

I am contemplating some new ideas for SlideMagic to make the above all a bit easier.

Photo by MagicPattern on Unsplash

Better design for legal documents?

Contracts and other legal documents look horrible and are impossible to read.

Even documents produced by the world’s most prestigious law firms are basically Microsoft Word files in Times Roman font with hard coded formating (i.e., no style sheets or templates, but text is formatted directly to be centered, bold, italic.)

But the content is even worse than the design. Complicated sentences and unclear paragraph structures requires you to look for hidden clauses that could be hugely important for the meaning of the contract. (The legal profession probably has an interest in keeping it this way).

Two improvements:

• Bring the design, the look and feel, back to 2021. Fonts, white space, paragraph hierarchies.

• Add a non-binding layman “so what” summary before each paragraph, backed up by the legal code.

As a result contracts will be shorter to negotiate, and people might actually read the terms of use. I might have a look at the SlideMagic terms of use and see if I can give an example…

Photo by Patrick Tomasso on Unsplash

Imaginary eye contact

Eye contact is essential for any presentation. Just think of the speakers you have watched who were staring at the ceiling, the floor, or their slides on the projector.

And eye contact means eye contact. Lock in with a member of audience for a few sentences. Quickly moving from one audience member to the other will make it look like you are looking for someone in the room.

This eye contact with strangers will feel awkward for the presenter, but it does not for the audience. There is a way to make it slightly less uncomfortable though. Call it “imaginary” eye contact. Look at random spots in the (dark) audience, for away to the back. Look in between 2 members of the audience. The audience thinks you are connecting with someone, but you don’t really.

In video calls you need to be aware of the camera as your point of eye contact. If you are looking at the screen, the audience will see that you are “looking down”. The closer you are to the camera, the stronger this effect is. If you are relatively far away from your camera and/or laptop, it becomes hard to tell what you are actually looking at.

One other solution is using an external camera and a teleprompter (Seth Godin created the shopping list for you). You look straight into an angled semi transparent mirror, behind which you position your camera. Direct eye contact news anchor style. This setup is great for one on one discussions. But the picture in the teleprompter is relatively small, so it works less well for group calls and presentations where you have to follow along with slides on the screen.

Photo by Mathew Schwartz on Unsplash

Pitching to VCs outside of your home country

Mostly thanks to COVID-19, the venture capital industry is going global. Which means that VCs are increasingly willing to invest across borders. Some implications for investor pitches.

VCs get the confidence to invest further away partly because of increased specialisation. They know exactly what sort of deals to look for, have a very deep understanding of technology in that particular field, and as a result can size up opportunities easily, even at long distance.

[P.S. Something similar happened in my bespoke presentation design business, where I specialised in a very specific type of presentation which is highly similar across borders, and usually have very similar type of clients. This was both important in terms of deciding whether you can do the project, winning a pitch for a project, and making the call whether this unknown client in a different country would eventually pay my fees].

Even more than before, as a startup, you need to do your homework and select potential investors carefully. The upside of this extra work is that if your company fits a specific investor profile, you are very likely to make it through the first investor screen, people will actually look at your deck. “Hmmm, these guys are not from Palo Alto” is no longer relevant. The cost of a brief Zoom call to check you out in person is much lower than a “coffee chat”, so you might score that one as well if the field is relevant.

For a highly knowledgeable investor with an office 5 time zones away, that first deck might have to be more specific than a nice mysterious teaser inviting her to schedule a phone call. You can cut slides with general industry background, but probably need to add data that investors in a specific technology segment are expecting to see (experience from looking at hundreds of other companies in your specific sector).

“How are you to work with on a Board?” already was an important criterion in an investor due diligence. Now the question becomes “how are you to work with on a Board remotely?” Pay attention to cultural differences. I have seen many local Israeli startups make English typos, use English phrases that have an interesting double meaning in street language, try to plan meetings during US holidays or 3AM Pacific Time, make politically incorrect jokes, etc. etc.

The net net of all of this is very positive for both startups and investors.

Photo by NASA on Unsplash

Dashboard design

In my current (stealth) side project I need to build many dashboards to show information in different cuts and slices. For me, it is a very interesting experience as I can apply the full arsenal of my slide design experience, but now with dynamic data. I control the full stack of technology: what information to store, how to slice it, what information to show, and how to show it.

Each of the above usually reside in a different person. Management consultants spend time recutting and re-combining data manually in spreadsheets because systems can’t do it. So called “BI” applications take data from systems and spit out an endless amount of bar and pie charts in the hope that it will give some insight in where things are going. Traditional front-end web designers can make data look pretty, but don’t really understand what data is required.

The principles of a good dashboard and a good slide are completely the same. Every detail is important. What information to show, what rounding, what order, what sort of graph, what headings, bold, not bold, margins, right aligned, left aligned., how to group things, where to put subdivisions, etc. etc.

But once you get it right, it will work for a long time.

Photo by Cody Fitzgerald on Unsplash

The audience is always right

Sometimes, you can be so absorbed in your own story that your forget to put in the obvious in your pitch deck.

Yesterday I overheard a healthcare VC reviewing a pitch deck for a new diagnostic tool. Pages and pages about the impressive team, the excellent trial results and robust data, until what the tool actually was diagnosing was revealed on page 15.

An investor who is scrolling through a deck to find an answer to an obvious question is not paying much attention to other information that is put on the slides.

Maybe in this case, this answer was actually written somewhere in page 1 of the deck, but remember that when it comes to presentations, the audience is always right.

Photo by Girl with red hat on Unsplash

Tiny data labels

This chart shows 2 interesting things. One, Finland was pretty happy under lock down. Two, an interesting way to put data labels on a stacked column chart. The small boxes are always a problem in a regular format. Here you get the combination of the visual effect of the size of the boxes, versus the table of the actual information. This could be inspiration for a future SlideMagic expansion.

I would do some things different though. That row of zeros at the top does not add much. The flags make the whole chart even more busy. And given that this is a comparison, I would have shown the data as a stacked bar chart.

If you were to use me as a bespoke designer, I would actually show this data on a map of Europe, color-coding different countries with maybe only the some of the 2 blue data series. The geographical clustering of the countries is interesting. In addition, I would combine it with one stat about the health impact of COVID in these countries.

If you do not have the software and/or the time to make a chart like this, the solution is easy, take off the data labels completely and make a straightforward stacked column chart.

I found this chart on Twitter, without quoting a source, the format looks like a page in some document by the European Union though.

Purging slides

Following on yesterday’s post, here are some examples of slides you could get rid of when you want to make your deck shorter, without diluting the message.

They key idea is to see the difference between an analysis deck and a story deck. The first is your working document and contains all the information, data, that you needed to get to your conclusion. Everything is organized, logical, referenced, backed up. The story deck’s sole purpose is to get your audience to do something, most of the times this will be moving on a sales or investment process to the next stage (i.e., land the invitation for a zoom call).

Some stuff that usually sits in your analysis deck, and is not essential in your story deck (in random order):

• Detailed competitor analysis, especially when they follow a repetitive framework page after page, competitor after competitor

• Historical analysis, all the milestones your company went through in the past 5 years

• Market backgrounds that do not add insight to what is generally known (facebook user base developments, mobile phone penetration, etc.).

• Any sort of business school framework that was once useful on a whiteboard, but now feels a bit forced because it does not exactly fit your situation (what the audience as you put up the SWOT slide)

• Scenario and variance analysis and/or backup of financial assumptions

• Screenshots of stages in your app that do not really differ from anyone else’s (the log in page for example)

• Etc.

If your page does not ‘scream’ a very important message for your story, you can take it out.

But to contradict myself, sometimes the opposite is true. A seemingly incredibly boring detail can make all the difference to an informed audience. For example, some retention statistic that every investor in the SAAS market is looking at, or a specific statistical benchmark in your clinical trial results.

Happy purging.

Photo by JESHOOTS.COM on Unsplash

Three approaches to making your deck shorter

Overhead: “No, don’t summarize the presentation, putting more info on fewer slides will just make it harder to read, just send the whole thing”. I see a number of ways you can make a deck shorter.

Compressing. The common approach to shortening a presentation is to take the shortening literally: reduce the physical number of pages. Smaller fonts, combining the text chart and the bar chart on one page, etc. The resulting deck contains the same amount of information, and would in theory take the same amount of time to present.

Dumbing down. The second approach is to make the story simpler. Replace complex chart with simpler headlines, eliminating complex plot tangents. Your presentation shorter, but it lost some information.

Plot writing. Here you try to extract the story from the pile of data and slides. You view your presentation deck as a completely different document than your project presentation. It does not have to be exhaustive, the logic flow does not have to be business school strategy-like, not every strategic option deserves equal wait.

Most people start with compressing. Then, after reading presentation blogs like these, realize that pretty pictures and big words look so much better, but end up dumbing down their deck. Becoming a plot writer is the challenge.

Photo by Nery Montenegro on Unsplash

New email updates should work now

Yesterday I moved over all email addresses that opted in to a new email update platform. You should have received your regular email updates, just with a slightly different look (the design still needs work). If not, you can re-subscribe here, or reach out to me directly.

Photo by Carol Jeng on Unsplash

Your placeholder, not the audience's

Some slides can stick around forever in a presentation. Over months, maybe even years, they turn into mental placeholders for you, the presenter. You see the slide from the corner of your eye, and you move effortlessly into a section of your pitch.

But the content of the slide might actually no longer resemble what you are speaking about for someone who sees it for the very first time. Time for some spring cleaning in your pitch deck.

Photo by Arno Smit on Unsplash

Feedburner RIP - changes to email updates

A heads up.

Google is shutting down the email subscription service of Feedburner. It probably does not like blogs very much (The Google RSS reader was suspended as well a few years ago). As a result, I need to move the email subscriptions of this blog to a new platform.

The only thing you will notice is probably the format of the email, the rest should work as usual.

Google Docs moving to canvas

A bit of a technical post. Google Docs is changing the way it renders documents. Instead of HTML, it will move to something called “canvas” (no, not Canva, the design platform), partly because of the same limitations of web page layouts that I have been battling with SlideMagic.

HTML was created in the 1980s to render text and links in web browsers. Over the years many features were added that improved its graphics capabilities. The result are the modern web pages, mobile apps, and desktop apps such as SlideMagic that we know today.

HTML is great for displaying content on a huge range of devices, different sizes, different process speeds, different resolutions, different generations of technology. The NYT front page will look great on all these screens.

But graphics applications require more than that. Specifying the exact crop of an image, exactly setting the font size to prevent an orphan word of a title dropping to the next line. What-you-see-is-what-you get editing. Copy-pasting of text or images. Exactly scaling up or down a layout rather than changing the point sizes of fonts with steps.

In SlideMagic, I had to apply a lot of tricks to get things to work, and basically created my own (x, y) coordinate space to do what I want. It looks like Google is going a similar way. My approach is to use vector graphics, that can scale to any size you want while being able to detect mouse clicks on elements.

Google is taking it further and moving to a complete blank “canvas”. Everything is “painted” bit by bit, letters are drawn, images are merged in, selection boxes are merged in with the document. To drag a box of text, Google will have to write software that fills the pixels of the box with the underlying pixels, then redraw all the pixels a bit to the right.

Google has slightly more developers than SlideMagic that can work on this. Hopefully it will open source the technology it develops for this for others to use.

[Geeks can enjoy a full discussion here]

Photo by Kai Wenzel on Unsplash

Selling hours as a presentation designer, should you?

Building on a great blog post by Seth Godin.

In my (previous) career as a presentation designer, I walked the path from selling hours to selling presentations, but I did not start with this “pricing for value” right away. Finding your pricing strategy as a freelancer is tricky, especially if your field of work is not yet well established (which was the case with freelance presentation design back in the mid 2000s).

What did I do?

• At McKinsey, we were billing hours, and I made an estimate what someone at my level (just before partner) could charge per day without the direct McKinsey brand. That daily rate was the input for project proposals priced per day, with a directional, but not binding budget. If the client gave an unclear project briefing, insisted on tons of meetings and revisions, or had lots of iterations, that was her problem. (I always was confident enough to offer a full refund for unsatisfactory work though, and there were probably only 2 projects in 15 years that took me up on that offer).

• This daily rate soon translated into the dreaded hourly rate, and I was truly selling time. Not scaleable and instantly comparable to all other by-the-hour consultants that work at a client. It was important though for me to find out how much time it actually took me to create presentations. Which type of projects I could do amazing work in very little, and where I delivered less “bang for the buck”. Most designers could calculate their time by pages that needed make overs, each page so many minutes. In my case, I had to come up with the whole story (concept) and then execute it in PowerPoint and get the client to buy into it. Far less predictable. Bit by bit, I moved to projects I liked most, clients I connected with most, and noticed that I got much, much faster at my work.

• As I got busier, I could raise my hourly rates (pure demand/supply, “sorry, no problem, let’s work together some other day”, but arguments about hourly rates, I hated those. So I switched to project pricing now that I had the confidence to size up project properly. I always did keep an hour book keeping in the background to keep myself in check, but never used it to renegotiate projects budgets with clients. It was much easier to raise prices for entire projects than hourly rates (which usually needed to be approved by purchasing departments)

So in a sense, I captured part of my productivity and experience improvements through this approach. It was not a carefully planned strategy though, it happened more or less automatically over the years.

The key: do projects you enjoy, do great work, and specialize in highly specific field of design / highly specific type of clients where you can truly build a premium micro brand (sorry for the marketing speak). Good luck!

Photo by Agê Barros on Unsplash

Which meetings work remote, which don't

An interesting perspective from AVC:

1. Three-hour internal strategy session with VC partners worked great in person

2. Shorter follow-on investment decision meeting with Singapore-based startup worked great remote

I think we will get smarter which meetings work remote and which ones don’t.

Why does meeting type 1 work in person?

• People are in the same location anyway, and can all be in the same room (no “zooming in”)

• A great setting to bounce off ideas between people who know each other well, have worked with each other for a long time,

• That meeting required a significant amount of time to go through things (3 hours on Zoom… no). Also the relative cost of a commute for a 3 hour meeting is lower, than spending the same time in traffic for a 30 minute chat.

• The type of interactions in this meeting are probably “messy”: lots of n-to-n question, answers and discussions. (Unlike a 1 to n presentation with a few specific questions)

• It depends on personality: extroverts love to go back to long in-person problem solving sessions, introverts might not

Meeting 2 is the opposite:

• 1 to n presentation with Q&A

• Predictable content and questions to cover

• The meeting was shorter, and maybe stacked with other similar type meetings.

• And the obvious one: people were a continent apart, and the meeting (or even a call) might not have happened if it weren’t for Zoom.

The short pitch via Zoom (even if you are close physically) has opened up a real new way to connect. In a call investors can’t really size up the team. With this uncertainty, a full meeting with filled with small talk and other logistics is too expensive and will not happen. The Zoom call fits right in between.

So different type of meetings, different type of format.

Photo by Gabriel Benois on Unsplash