1. Name the decision
Start with what you want the audience to understand or do after the presentation. “We need a new deck” describes a deliverable. “We need prospective investors to understand the project and agree to a follow-up discussion” describes the job the deck has to perform.
Keep that objective specific enough to guide choices. A presentation introducing a company is different from one explaining a development proposal, supporting a financing conversation or helping a sales team compare an offer.
2. Describe the audience and the setting
Explain who will see the material, what they already know and which questions they are likely to bring. Include how the deck will reach them: a live presentation, a file sent before a meeting, an independent read or a combination.
The setting changes the design. A projected slide needs to communicate at a glance. A document read alone needs enough explanation to stand without a speaker. If both are required, identify the priority and discuss whether separate versions are useful.
3. Share the source material and its status
Send the existing deck, notes, research, financial inputs and relevant brand assets. Identify the current version and explain which material is approved, provisional, outdated or missing. Point out information that is confidential or unsuitable for public use.
Do not expect the designer to infer whether a number is a forecast or an observed result. Label the distinction, include sources where available and identify the person who can resolve factual questions.
4. Clarify which parts of the work are needed
Presentation projects can include very different tasks. Agree whether the brief is to improve visual design, restructure the argument, rewrite the copy, conduct research or develop the whole presentation from rough information.
A short diagnostic conversation can be more useful than prescribing a slide count before the material has been reviewed. Define what is included and which questions remain to be scoped.
5. Agree the practical constraints
Share the real presentation date and any earlier review deadlines. Identify who gives feedback, who approves the work and whether legal, technical or other specialist reviews must fit into the schedule.
Specify the delivery format, any template requirements and what needs to remain editable. Discuss review rounds, the expected feedback turnaround and how additional work will be handled before the project starts.
Copy this starting brief
Use these prompts to start the conversation. “Not yet decided” is a useful answer when it identifies a question that needs attention.
- Objective: What should the audience understand or do?
- Audience: Who are they, and what do they already know?
- Use: Will this be presented live, read independently or both?
- Material: What exists, where is it, and what is its approval status?
- Evidence: Which claims need sources, checking or clarification?
- Scope: Research, narrative, writing, design, template or a combination?
- Timing: What is the deadline, and when can reviewers respond?
- Ownership: Who supplies facts, consolidates feedback and approves?
- Delivery: Which formats and editable elements are required?
- Confidentiality: What can be shared, and with whom?