From an analytics perspective, reporting to VP’s or C-level executives is a unique challenge. Their priorities and perspectives differ significantly from the day-to-day work of a data analyst, requiring a shift in mindset to communicate effectively.

Let me share a brief story. I used to built a regression model to explore how brand awareness impacts sessions and revenue. The model was straightforward but filled critical gaps in understanding how brand media drives lower-funnel metrics. Excited about my achievement, I presented it to the CMO, diving into model inputs, outputs, and feature engineering. Within two minutes, my manager interrupted and took over the presentation. Later, during our 1-1, he explained that the CMO had messaged him to cut me off. She wasn’t interested in the algorithm’s details; she wanted a clear business outcome: “This is a robust model, and it shows that every 1-point increase in brand awareness drives X points in revenue.” I was still thinking like a data analyst, unaware that my audience prioritized business impact over technical details.

Senior management teams are often overwhelmed with meetings and lack the time to delve into technical nuances. They seek concise business conclusions delivered with confidence. With this lesson in mind, I now keep my reports to VPs and C-level executives short and to the point. I prepare detailed data and analyses in reserve, ready to address follow-up questions or challenges. As I mentioned in another blog, reporting is an art, especially when presenting to senior leadership. If you can’t read their minds, the best approach is to be brief, accurate, and confident.