SlideMagic Blog

The biography “Porcelain” by musician Moby is a nice addition to your summer reading list. The book covers the period from when he left home to the eve of the release of his album “Porcelain” that was his major breakthrough.

Many celebrities use ghost authors to write their books. This one is written by himself. The style of the sentences exactly matches those of his social media posts and video interviews.

The book paints a good picture of the prolonged creative struggle you need to go through in order to find your individual style. If you look at his career from a distance this is the picture that I get:

• Moby got an extensive classical guitar training (not at all mentioned in the book) which his musical foundation
• Then he got his decade or so to look for his style:
  • DJ-ing, absorbing a huge amount of music
  • Playing around with sequencers, drum machines which were relatively new inventions in the late eighties
  • Because of his low “burn rate” (living in abandoned factories) he could somehow sustain himself without a daytime job, freeing up time for creative experimentation
  • Again lack of financial resources forced him to extract the maximum out of the equipment he had.

My own efforts to get SlideMagic off the ground feel a bit like this. I try to process all those presentations I designed during my decade at McKinsey, and the decade as a professional presentation designer into a useful tool. In V2.0 I am now slowly moving from a pure focus on grid-based design to a generic, minimalist, visual language to express business concepts. Work in progress.

The little details in a presentation might not make or break its message, but they do count. A spotless presentation shows you made an effort, that you take your audience seriously.

The result of some maintenance work downstairs in the parking lot of my building

Here are some things to look out for: typos in common words (if your spell checker flags something, there is probably something wrong), typos in names of people, inconsistent use of fonts and/or colours, small misalignments of objects, a text wrap gone wrong, or making sure that the positions of titles on all slides is the correct. I remember the senior partner on my first McKinsey project coming into the graphics design room to hold all the paper slides against a strong light to check these things.

Yes, I know that I am contradicting myself now and then as I get reminders about typos in my blog posts…

After McKinsey, I now spent almost 14 years as a freelance designer. And my work has gone through a pattern that many others are experiencing as well:

In the beginning you run after every piece of work you can get your hands on, invests tremendous amount of energy in projects to over-deliver, producing work that would not meet today’s quality standards (I sometimes cringe when I encounter my early design work). At dinner parties you have a highly elaborate pitch of what you do, and what you don’t do (that story changes monthly).

After a while your work pipeline starts building up. Reputation spreads, and happy customers come back to you for more work. You become more efficient at what you do. And at some time, that efficiency starts eating into your work. You try to please everyone and the only way to do it is to start cutting corners. The result: stress and work that is not as great as it could be. Designs still look a lot better than when you started out (you have learned a lot along the way), but the sparkle in the eye of the client is less bright than it used to be. I hit that point a couple of years ago.

I made a conscious decision to change things. Only accept projects that I knew I could add great value, and take things all the way. This means saying “no” to a lot of distractions. Creative work requires a lot of concentration and even the shortest coffee chat can render an entire morning useless. Out go:

One of our clients back at McKinsey in the 1990s used to say that “the paper in McKinsey documents is always warm”, i.e., they came of the printer only minutes before the meeting. Now that documents/presentations are all in digital form there is even greater opportunity to make last minute changes, especially if you travel by taxi to the meeting.

It comes at a price though. First of all, last minute analysis is prone to mistakes. But secondly: “frankensteining” quickly a chart into a presentation might break that super professional and impeccable look of the presentation.

If the change does not involve the correction of a major error,  it might be better to make that missing point verbally.

In spreadsheets, I have now moved from Microsoft Excel to Google Sheets as my favourite app.

• It is faster to fire up quickly for a small calculation doodle
• It also snappier in use to do the basic things, entering data and moving around
• It has some neat functions (like automatically cutting up a string and putting all words, numbers in subsequent columns)
• While I don’t believe in online collaboration of presentations, for models it is actually useful that all the people in the team have access to the laters numbers 24/7
• Filing and naming of presentation documents is usually pretty organised. With spreadsheets however, I always lose that calculation I did, and the Google search function is really helpful here.

Part of this might be rooted in the way I use spreadsheets: basic functions only, even for the biggest models. I “grew up” with Lotus 123 and early on in my McKinsey career realised that errors in a valuation model can make a difference of billions of dollars. A simple model is far easier to debug because it allows you to see every step in the calculation.

Back in the good old days at McKinsey, we tend to put any range of data in a column or bar chart, even if that meant a chart with just one column, or one chart.

A nice clean bar/column chart works beautifully to visualise a data range. Especially if there are big differences between the values of the chart. If the differences between the numbers is not that big (I do not like broken axes), or you have lots and lots of data to present (the data labels just become too small), I resort back to a simple table.

Stick all the data in, round things up nicely, and use accent/shading background colour to make your messages pop.

I must admit, I start using tables more and more. (And that is why they are so easy to make in SlideMagic)

Art: Louis-Philippe opening the Galerie des Batailles, 10 June 1837 (painted by François-Joseph Heim)

In many investor presentations, startups want to educate the audience first on a big trend that is happening. But, especially in consumer/internet, people catch up really quickly and you will loose the audience attention and your credibility of you spend time and slides on explaining things that everyone understands.

Some examples I can remember (some of them from my time at McKinsey):

• Home pages
• Sticky eye balls
• Portals
• Market places
• Social networks
• Social media
• Viral videos
• Location-based services
• Online video and the growth of bandwidth
• Sharing economy

Smart VCs read the same blogs as you.

Art: Student at his desk, Pieter Codde, 1630

My startup clients who have customers/sales and are raising a follow-on investment round are swimming in data. Every click, of every customer segment, at any time is recorded and can be analysed. How to use this in an investor pitch?

• Standard metrics. Some investors are highly specialised professionals who can X-ray an internet startup by analysing just a few statistics (comparing them to the other 500 startups they have seen). Google what the metrics are for your type of business, or even better scrutinise blog posts by a particular VC to see what she is really focussed on.
• Your own metrics. Before even getting into the data, understand what really makes your business tick. Back in the good old days at McKinsey, we used to spend months at this for big corporates. Customer acquisition cost, churn, repeat purchase, basket size, etc. etc. Which driver has an impact on your business, and which can you influence. Is your business national or even global (SlideMagic), or has it more of a city-by-city regional character (Uber). Once you figured out your metrics, write the entire financial section around those.
• Anticipate the obvious questions. Be one step ahead and anticipate the obvious questions. If your chart shows a dip in February, you can guess the question that is coming. If Vancouver lags behind Portland, guess what a VC is going to ask. Have answers before the meeting start and/or show the data in a different way if these hick ups are minor distractions and not key drivers of your business. And a question by one VC in a meeting does not mean that it merits rewriting the whole pitch around that for your next meeting. Within infinite amounts of data, there are an infinite number of questions, but we only have a finite amount of time.

Descriptions of jobs, professions, roles, used to be simple: graphics designer, lawyer, head of sales. In a dinner party conversation, you could usually explain in 2 words how you spend your days in the office.

Not anymore.

Our roles and jobs are fragmenting. Labels are inflated or overused (everyone is a consultant, a founder, etc.). Even companies might have difficulty describing who they are. Are we private equity or venture capital? Are we in the business of consulting or marketing services?

I had the problem myself after leaving McKinsey. It was hard to describe what I actually did. Strategy consulting? Not really. Design? Not really? Business development? Not really. Manage a fund raising roadshow? Not really.

In the end, I stopped trying to fit myself into a specific box. Rather than trying to define what I do by comparing it to known labels (explaining the things I do not do), I actually pitched what I do by well, explaining what I do. My opening is usually “I am a presentation designer, but a slightly unusual one”. Then comes a more elaborate explanation.

I think that model works well in almost all pitches, give a people a very rough idea of the box they should put you in, which makes them open to understand what you are all about in more detail.

Art: The Open Door, Peter Ilsted, 1920.

Your Group CEO has asked you to present her your strategy for the next 3 years. While you have a pretty good idea what you want to do, you are not sure how to present it on slides. You call in the Internet to the rescue and Google delivers an endless stream of Harvard, McKinsey, and other management gurus’ perspectives of what a strategy should contain.

The problem is when you put it on a slide, your strategy sounds like a page out of a management theory book. All is in there: visions, missions, governance, change management, stakeholder involvement. In the middle of all the buzzwords it is hard to find your own story.

The other way to present it? Do not use the frameworks to tell the big idea behind your strategy. Tell it in your own way. Once you have done that, use the fancy frameworks as a check list to compare your full strategic plan against. Have you thought about everything?

Frameworks are great for work planning, not for making convincing presentations.

Art: Nicolas de Largillierre, (Details of artist on Google Art Project), Portrait of a Boy in Fancy Dress, 1710. Sign up for SlideMagic, subscribe to this blog, follow on Twitter.