(Spoiler: One-size-fits-all messaging is the fastest way to get ignored.)

There’s something mildly soul-crushing about sitting in a meeting, delivering a solid pitch, and watching it fall flat—not because the idea was bad, but because the message didn’t land.

And yet, this happens all. the. time.

Because the message was crafted like everyone in the room thinks the same way.

Which they don’t. Obviously.

Different decision-makers = different priorities.

Different priorities = different definitions of value.

But teams still keep pushing the same pitch across the board, hoping someone—anyone—will connect the dots.

The Truth About Decision-Makers

Decision-makers aren’t ignoring you because they’re mean.

They’re ignoring you because the message wasn’t made for them.

This is the part most people skip.

There’s a temptation to write the “perfect pitch”—a clean, buttoned-up deck with all the talking points baked in. Something that covers all the bases. Sprinkle in some metrics. Add a chart. Done.

Except now the message tries to cover every angle—and ends up saying nothing meaningful to anyone.

💡 A message isn’t powerful because it’s comprehensive.

It’s powerful because it’s relevant—to one person, in one moment, for one decision.

Trying to be everything to everyone makes the message forgettable to everyone.

Where Story Structure Comes In

There’s a reason structured storytelling works: the brain wants a path.

Something with a beginning, a middle, and an end.

A problem to solve. A reason to care. A clear next step.

The goal isn’t to entertain. The goal is to guide decision-making—and that’s what story does best.

Here’s how it plays out in business:

• Setup (a.k.a. The Problem): What’s at stake if nothing changes?
• Rising Tension: What are the current obstacles or pain points?
• Turning Point: What’s the insight or shift that changes the game?
• Recommendation: What needs to happen now—and why?
• Resolution: What’s the payoff if the decision is made?

And now—here’s where the real magic happens:

Reframing for Every Decision-Maker

The message stays the same.

But the sequence, the focus, and the stakes change based on who’s listening.

Let’s break down what this looks like in practice:

The CFO: The Risk-Averse Realist

Main filter: “How does this protect our bottom line?”

Main fear: Burn rate, waste, risk, inefficiency

They’re not against innovation—they’re against regret.

What they need is clarity on financial implications: cost, savings, risk exposure, long-term sustainability.

Shift the message to focus on:

• How the change saves money or avoids bigger costs later
• Risk reduction (compliance, operational risk, etc.)
• Data-backed scenarios with clear assumptions
• Total cost of ownership, not just upfront spend

Bonus tip: If it can be quantified, it should be. Numbers are the love language.

The CEO: The Vision-Oriented Decision-Maker

Main filter: “Does this align with our strategy and future?”

Main fear: Missing the bigger picture, falling behind, stagnation

This person’s job is to see everything—market shifts, competitive threats, future positioning. They want to know if the decision gets the company closer to its long-term goals.

Shift the message to focus on:

• Market opportunity and strategic alignment
• Impact on long-term growth and differentiation
• How it fits into the bigger transformation story
• Leadership narrative: what this signals to investors, talent, and the board

Bonus tip: Vision sells, but so does positioning. CEOs want to know what this decision says about the company’s direction.

The CMO: The Growth and Relevance Driver

Main filter: “Will this deepen engagement and move the needle?”

Main fear: Wasting spend, falling flat, brand dilution

Marketing leaders are listening for resonance. How does this help connect to the right audience, strengthen the brand, or accelerate pipeline?

Shift the message to focus on:

• Emotional resonance with the customer
• Cross-channel activation and message consistency
• Differentiation in a noisy market
• Campaign or content leverage from the decision

Bonus tip: Great messaging helps the CMO explain the brand better. If this helps them do that, it’s a win.

The CTO: The Operational Skeptic

Main filter: “Will this actually work with our infrastructure?”

Main fear: Implementation chaos, wasted resources, technical debt

CTOs are allergic to fluff. The story needs to be clean, logical, and grounded in execution.

Shift the message to focus on:

• Integration path and technical fit
• Dependencies, risks, and mitigation plans
• Architecture-level thinking (don’t talk “features,” talk “systems”)
• Support structure and maintenance roadmap

Bonus tip: Show the sandbox before the playground. A prototype, flowchart, or timeline is worth 10 bullet points.

Final Layer: Emotional Resonance

This part gets overlooked all the time.

Every decision-maker brings logic and emotion into the room.

A pitch that nails the rational case but misses the emotional trigger? It stalls.

Every time.

• CFOs need to feel safe.
• CEOs need to feel visionary.
• CMOs need to feel inspired.
• CTOs need to feel confident and in control.

And when the story gives them that feeling? The answer comes faster.

The Bottom Line

Most pitches try to convince.

The best ones make people see themselves in the story.

That’s what adapting your message is really about.

It’s not about rewriting the message—it’s about reshaping the experience.

The moment a decision-maker feels like this message was built for me, the dynamic shifts.

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