Case-Solving Mad Skills - Decks, Communicartion, and Effective Speaking
DISCOVER YOUR MAD SKILLS
Case Competition Masterclass 3
Building Decks, Communication & Effective Speaking
A practical training manual for case-solving competition teams
Cam Welsh
Emeritus Professor | Coach & Mentor to Aspiring Professionals | Helping the Next Generation Discover Their “Mad Skills”
© 2026 Discover Your Mad Skills Toolkit
How to Use This Manual
The first Discover Your Mad Skills Masterclass Manual focused on the process of solving a case: deciphering the problem, analysing the situation, developing alternatives, making a recommendation, and building an implementation plan.
This manual focuses on what happens next:
How do you turn good thinking into a great presentation?
A case competition presentation is not simply a collection of slides. It is a communication system. Your deck, your story, your visuals, your speaking, your body language, and your answers to questions all need to work together to convey a single clear message. The goal is not to put everything your team discovered into the presentation. The goal is to determine:
What does the audience need to understand, believe, remember, and act upon?
Throughout this manual, Deciphering Case Characteristics remains an important part of the process.
The characteristics of the case should influence:
- what you communicate;
- what you leave out;
- how much analysis you show;
- how you structure the story;
- how many slides you need;
- what visuals you use;
- how you divide speaking roles;
- and how you prepare for Q&A.
Remember: There is no perfect presentation structure. There is only the structure that best communicates your solution to this case, this audience, and this situation.
This manual is designed to work alongside the instructional Masterclass videos available on the Mad Skills Masterclass YouTube channel. For those in regions where YouTube is unavailable, the videos are also available through Innovatank TV. The complete series of Deciphering Cases posts is also available through Discover Your Mad Skills on Patreon, providing additional insights, examples, and perspectives to help you develop your case-solving skills.
PART I: THE PURPOSE OF THE PRESENTATION
Chapter 1: You Are Not Building Slides. You Are Building an Argument.
One of the biggest mistakes case teams make is starting their presentation by opening PowerPoint. They begin creating slides before they have decided what they need the judges to understand.
That reverses the process. A strong presentation starts with the message, not the slides. Your job is to build an argument that answers four questions:
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What is happening?
-
Why does it matter?
-
What should the organisation do?
-
Why should the judges believe us?
Everything in the deck should help answer those questions.
The Presentation Equation
A strong case presentation combines:
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STRATEGY |
= PERSUASION
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STORY |
|
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EVIDENCE |
|
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VISUAL COMMUNICATION |
|
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DELIVERY |
A great strategy poorly communicated may lose. A beautiful deck with weak strategy may lose. A confident speaker with weak evidence may lose. Winning presentations bring these elements together.
The Discover Your Mad Skills Principle
Slides support the story. The slides are not the story.
The judges should be able to follow your argument even if they are not reading every word on the screen. If the audience has to read your slides while you are speaking, you are competing with your own deck for their attention.
Chapter 2: The Problem Isn’t Time. It’s Focus.
Case competitions create a powerful temptation: “We only have ten minutes. We need to get everything in.”
That is usually the wrong way to think about the problem. Your constraint isn’t simply time. Your constraint is attention.
The judges have limited capacity to:
- listen;
- read;
- interpret charts;
- remember numbers;
- compare alternatives;
- follow your logic;
- and evaluate your recommendation.
So the question isn’t:
How much can we fit into ten minutes?
The question is:
What is the most important thing we need the judges to understand?
This is where less is more becomes a strategic advantage.
Strategy Is Deciding What Not to Do
The same principle applies to presentations.
- Every slide creates a demand on the audience.
- Every chart requires interpretation.
- Every bullet requires reading.
- Every new idea creates another thing the judges must remember.
Therefore:
Every piece of information you include should earn its place.
If something doesn’t help the judges understand:
- the problem;
- your insight;
- your decision;
- your recommendation;
- the impact;
- the implementation;
- or the risk;
ask whether it belongs.
The Attention Test
For every slide, ask:
What is the one thing the judges need to take away from this slide?
If your team cannot answer that question in one sentence, the slide probably needs work.
PART II: DECIPHERING THE COMMUNICATION CHALLENGE
Chapter 3: Before You Build the Deck, Decipher the Presentation
Just as you should not solve a case before understanding the case, you should not build a presentation before understanding the communication challenge.
Start by deciphering:
The Case
- What is the actual problem?
The Audience
- Who are we presenting to?
The Decision
- What does the audience need to decide?
The Context
- What is happening around this decision?
The Time
- How much time do we have?
The Competition
- What are judges likely to compare between teams?
The Objective
- What do we need the judges to believe?
Deciphering Case Characteristics
- A presentation for a 6-hour case may need to be different from a presentation for a 24-hour case.
- A 10-minute presentation requires different choices than a 20-minute presentation.
- A financial turnaround case may need a different communication approach than a social enterprise case.
- A case where the recommendation is obvious may need more emphasis on implementation.
- A case with several strategically viable alternatives may need more emphasis on decision criteria.
- A case with a highly emotional human dimension may benefit from a stronger opening connection.
- A case involving a complex financial decision may require more visual evidence.
This is why:
Don’t memorise a presentation template. Learn to decipher what the case requires.
The Presentation Deciphering Questions
Before building the deck, answer:
- Who are we speaking to?
- What do they care about?
- What decision are they making?
- What is the most important thing they need to understand?
- What is the strongest evidence supporting our recommendation?
- What is the most important objection they may have?
- What must we communicate visually?
- What can we leave for Q&A?
- What can we leave out completely?
These questions should shape the presentation.
Chapter 4: Know Your Audience
Don’t present to a company. Present to a person. If the case says you are advising the CEO, CFO, CMO, board, city council, or nonprofit leadership team, understand what matters to that person.
A CEO may care about:
- strategy;
- growth;
- profitability;
- risk;
- organisational capability.
A CFO may care more about:
- investment;
- cash flow;
- margins;
- return;
- financial risk.
A CMO may focus on:
- customer;
- brand;
- acquisition;
- retention;
- market positioning.
A government or nonprofit leader may have different priorities entirely.
The Audience Test
Complete this sentence:
Our audience needs to believe that __________.
Then: Their biggest concern will probably be __________.
And: The evidence that will matter most to them is __________.
This changes the way you build the deck.
PART III: BUILDING THE STORY
Chapter 5: A Presentation Is a Story with a Purpose
A case presentation is not a story in the traditional sense. You are not trying to entertain the judges for ten minutes. You are trying to take them on a journey from:
Situation à Problem à Insight à Decision à Action à Impact
The audience should never have to wonder: “Why are they telling me this?”
The Case Story
A useful communication structure is:
Situation
- What is happening?
Complication
- What has changed or created urgency?
Question
- What decision needs to be made?
Answer
- What do we recommend?
Then:
Proof
- Why should you believe us?
Execution
- How will we make it happen?
Impact
- What will it accomplish?
This is the communication version of the case-solving process.
SCQA
Situation
-
Establish context.
Complication
- Create the tension.
Question
- Define the decision.
Answer
Give the recommendation.
SCQA is useful because it gives the audience a reason to care about your analysis.
The presentation should not feel like: “Here are 12 things we found.”
It should feel like: “Here is what is happening, here is why it matters, and here is what we should do.”
Chapter 6: The Executive Summary Is the Destination
The executive summary should give the judges the destination before taking them on the journey. At minimum, communicate:
Problem
- What is the core issue?
Recommendation
- What should the organisation do?
Impact
- What will it accomplish?
Depending on the case, you may also include:
- key strategic actions;
- financial impact;
- implementation timing;
- major risks.
The executive summary should be understandable even if the judge only remembers this slide.
The One-Sentence Test
Ask: Can we explain our entire recommendation in one sentence?
For example:
“We recommend that Company X focus on retaining its highest-value customers through a targeted loyalty program, supported by a digital experience upgrade, to restore profitable growth.”
If you cannot state the solution simply, the presentation may not yet be focused enough.
PART IV: DECK ARCHITECTURE
Chapter 7: Build the Deck Before You Build the Slides
Before opening PowerPoint, build a storyboard. Write the message of every slide in one sentence.
For example:
1. The company is losing profitable customers.
2. The primary cause is declining customer experience.
3. High-value customers are disproportionately affected.
4. Three strategic options exist.
5. Retention is the strongest option based on our criteria.
6. The strategy can generate $X in incremental profit.
7. We will implement it in three phases.
8. The largest risk is adoption.
9. We will mitigate this through a phased pilot.
10. This strategy restores profitable growth.
That is a story. Now build slides to communicate those messages.
The Slide Message Test
Every slide should have a message.
Not: “Customer Analysis”
But: “High-value customers are leaving because the current experience no longer meets their expectations.”
The second title tells the audience what they should learn. This is sometimes called an action title or message title. Use it.
Chapter 8: One Slide. One Message.
A common mistake is trying to make one slide communicate five things.
The result is usually:
- too much text;
- too many charts;
- too many colours;
- too many callouts;
- too many competing messages.
Instead:
One slide. One primary message.
This does not mean one fact. It means one idea. You can use several pieces of evidence to support that idea.
The Slide Hierarchy
A useful slide structure is:
MESSAGE
- What should the audience understand?
EVIDENCE
- What proves it?
IMPLICATION
- Why does it matter?
The slide should make the relationship between those three elements obvious.
Example
Message
- Customer churn is concentrated among our most valuable customers.
Evidence
- A chart showing churn by customer value segment.
Implication
- Retaining high-value customers offers greater economic value than broad-based acquisition.
Now the slide tells a story.
PART V: VISUAL COMMUNICATION
Chapter 9: Visuals Are Thinking Tools
Visuals are not decoration. They help the audience understand information faster. The right visual can make a complex idea obvious. The wrong visual can make a simple idea confusing.
Choose the Visual Based on the Message
Use:
Bar charts
- To compare categories.
Line charts
- To show change over time.
Pie/donut charts
- Only when showing a simple composition with a small number of categories.
Maps
- To communicate geographic differences.
Process diagrams
- To show how something works.
Timelines
- To show implementation.
2×2 matrices
- To compare alternatives across two dimensions.
Tables
- When precise comparison matters.
Icons/images
- When they communicate meaning rather than simply decorating the slide.
The Visualisation Question
Before choosing a chart, ask: What relationship do I want the audience to see?
Then choose the visual that makes that relationship easiest to understand.
Don’t start with: “What kind of chart should we use?”
Start with: “What do we want them to see?”
Chapter 10: Make the Important Information Obvious
Judges should not have to hunt for the insight.
- If a number matters, make it visible.
- If a trend matters, highlight it.
- If one category is important, distinguish it.
- If a particular point supports the recommendation, call it out.
But don’t highlight everything. If everything is important, nothing is important.
The Visual Hierarchy
The audience should naturally notice:
Slide Message à Most Important Evidence à Supporting Evidence à Detail
This is visual hierarchy.
The 3-Second Test
Show someone the slide for three seconds.
Then ask: “What did you see?”
If their answer isn’t close to the intended message, the slide needs work.
PART VI: SLIDE DESIGN
Chapter 11: Build for the Back Row
Your slides need to be readable quickly.
Avoid:
- tiny text;
- long paragraphs;
- complicated tables;
- excessive footnotes;
- cluttered charts;
- unnecessary decoration.
The judges should not have to squint. They should not have to read a paragraph while listening to your presentation.
Reduce the Cognitive Load
Every slide asks the audience to process information. You can reduce cognitive load through:
- fewer words;
- clear hierarchy;
- simple visuals;
- consistent formatting;
- meaningful whitespace;
- clear labels;
- logical sequencing.
Good design isn’t about making the deck beautiful. It’s about making the thinking easier to understand.
Consistency Matters
Establish rules for:
- fonts;
- font sizes;
- headings;
- alignment;
- margins;
- chart styles;
- footnotes;
- page numbers;
- colours;
- pacing.
Then follow them. Consistency makes the deck feel professional and lets the judges focus on the content rather than the formatting.
Chapter 12: Don’t Design Your Deck Like a Poster
A presentation slide is not a document. It doesn’t need to contain everything. It should contain what the audience needs at that moment. Your report can contain detail. Your appendix can contain detail. Your speaker can explain detail. The main presentation should contain the information necessary to make the argument.
The Information Hierarchy
Think in three levels:
Must Know
- The judge needs this to understand your recommendation.
Useful to Know
- It supports the argument but doesn’t need extensive explanation.
Nice to Know
- Interesting, but not necessary.
Most teams have too much “nice to know.” Winning teams prioritise “must know.”
PART VII: COMMUNICATION & SPEAKING
Chapter 13: Speaking Is Not Reading
One of the most obvious presentation weaknesses is reading the slides.
If the slide says: “Revenue increased 14% from 2024 to 2025”, and the speaker says: “Revenue increased 14% from 2024 to 2025”, the audience has learned nothing from the speaker.
Instead, the speaker should explain the significance:
“The headline is that revenue is growing, but the growth is coming from lower-margin customers. That means the company has a growth problem that looks positive on the surface but is actually reducing profitability.”
The slide provides the evidence. The speaker provides the meaning.
The Slide + Speaker Rule
Think:
SLIDE = WHAT
SPEAKER = SO WHAT
The slide shows the evidence. The speaker interprets it.
Chapter 14: Speak to the Judges, Not to the Screen
Your default eye contact should be with the judges. Look at the audience. Then occasionally use the screen to reference something specific. Don’t turn your back and talk to the slide. Your body should remain oriented toward the audience as much as possible.
Eye Contact
Eye contact communicates:
- confidence;
- credibility;
- engagement;
- ownership.
Don’t stare at one judge. Move naturally around the room. Connect with different judges. When making an important point, look directly at the audience.
Chapter 15: Your Voice Is a Visual Tool
Speaking isn’t only about words.
Judges hear:
· pace;
· volume;
· emphasis;
· pauses;
· tone;
· energy.
If every sentence is delivered at the same pace and volume, the presentation becomes difficult to follow.
Pace
Slow down when making an important point. Speed up slightly through familiar or lower-value information. Do not confuse speed with confidence. Speaking faster doesn’t make the presentation more impressive. It makes it harder to understand.
Pause
A pause can be powerful.
Use one before:
· an important recommendation;
· a major number;
· a key insight;
· the final sentence;
· a transition.
Silence gives the audience time to process.
Emphasis
Don’t emphasise every word. Choose the important words. For example: “This is not a growth problem. It is a retention problem.”
The contrast creates emphasis.
Chapter 16: Speak in Headlines
Judges should be able to follow your argument without remembering every detail. Use verbal signposts.
Examples:
“There are three reasons this matters.”
“The first is financial.”
“The second is strategic.”
“The third is implementation.”
Or:
“So what does this mean?”
“This leads us to our recommendation.”
“There is one risk we need to address.”
These statements help the audience navigate your thinking.
The Audience Follow Test
Ask someone who hasn’t seen the presentation to listen to it.
Afterward ask:
What was our recommendation?
What were the three most important points?
Why did we choose that recommendation?
If they cannot answer, your presentation may be logically sound but poorly communicated.
PART VIII: TEAM PRESENTATION
Chapter 17: Four Speakers Should Sound Like One Team
A team presentation can easily sound like four individual mini-presentations. That’s not what you want. The judges should experience:
One team. One story. One recommendation.
Speaker Transitions
Don’t use awkward transitions such as: “Okay, now I’ll pass it over to Sarah.”
Instead, connect the ideas.
“Now that we’ve established why retention is the central issue, Sarah will show how the economics support our recommendation.”
The transition reinforces the story.
Consistency Between Speakers
Agree on:
· terminology;
· pronunciation;
· key numbers;
· recommendation wording;
· tone;
· pacing;
· slide transitions;
· response to likely questions.
The audience should never hear two different versions of your strategy.
Don’t Divide the Presentation Into Equal Pieces
A common team mistake is: “There are four of us, so we’ll each get exactly three minutes.”
That may be fair. It may not be effective.
Divide speaking roles according to:
· the story;
· individual strengths;
· complexity of the section;
· transitions;
· credibility.
The goal is not equal airtime. The goal is the strongest team presentation.
PART IX: EFFECTIVE SPEAKING UNDER PRESSURE
Chapter 18: Confidence Is a Skill
Confidence isn’t simply something you have or don’t have. It can be developed. And competitive confidence doesn’t come from being certain that everything will go perfectly.
It comes from knowing: “Whatever happens, I can handle it.”
That is why practice should include uncomfortable situations.
Practice:
· being interrupted;
· forgetting a sentence;
· losing your place;
· receiving a difficult question;
· being challenged on an assumption;
· speaking after another speaker makes a mistake.
The objective is not perfect performance.
It is recovery.
The Recovery Cycle
FEEL THE FEAR à ACT ANYWAY à SURVIVE à REFLECT à IMPROVE à TRY AGAIN
This is one of the most valuable skills case competitions can teach.
Chapter 19: Don’t Memorise the Script
A word-for-word script can create problems. If you forget one sentence, you may lose your place. Instead, memorise:
· the structure;
· the key messages;
· the transitions;
· the important numbers;
· the opening;
· the recommendation;
· the close.
Know what you want to say. Don’t memorise every word you will say.
The Three-Level Practice System
Level 1 — Content
Can you explain the idea?
Level 2 — Structure
Can you explain it in the right order?
Level 3 — Delivery
Can you communicate it clearly, confidently, and naturally?
Do not jump directly to delivery. You cannot polish a message you don’t understand.
PART X: Q&A
Chapter 20: Q&A Is Part of the Presentation
The presentation isn’t finished when the slides end. Q&A is where judges test whether your team actually owns the solution.
They may challenge:
· your assumptions;
· your numbers;
· your recommendation;
· your alternatives;
· your implementation;
· your risks;
· your knowledge of the case.
This is not necessarily an attack. It is an opportunity.
The Q&A Mindset
Don’t think: “How do I defend myself?”
Think: “How do I help the judge understand our thinking?”
That changes your tone. You don’t need to become defensive. You need to become clear.
The Answer Structure
A useful approach is:
Answer
Give the answer directly.
Evidence
Explain why.
Implication
Connect it back to the recommendation.
For example:
“Yes, we believe the investment is justified. The reason is that the initiative generates an estimated $4.2 million in incremental annual contribution, giving us a projected payback of under two years. More importantly, it addresses the root cause of the retention problem rather than simply acquiring more customers.”
Answer first. Then explain.
When You Don’t Know
Don’t bluff.
You can say:
“We don’t have enough information in the case to answer that definitively. Our assumption was X, and if that assumption changed, we would revisit Y.”
That can demonstrate judgment.
The Q&A Preparation Grid
Prepare likely questions across:
Strategy
Why this strategy?
Alternatives
Why not option B?
Financial
How did you calculate this?
Assumptions
What if your assumption is wrong?
Implementation
Can the organization actually do this?
Risk
What is the biggest threat?
Stakeholders
Who might oppose this?
Timing
Why now?
Measurement
How will you know it worked?
Future
What happens next?
PART XI: BUILDING THE DECK
Chapter 21: The Recommended Deck-Building Process
Don’t build the presentation in slide order. Use this process.
Step 1 — Decipher
Understand the case and communication challenge.
Step 2 — Define the Core Message
What do we want the judges to believe?
Step 3 — Build the Story
Create the logical sequence.
Step 4 — Storyboard
Write one sentence for every slide.
Step 5 — Identify Evidence
Determine what facts, analysis, visuals, and calculations support each message.
Step 6 — Build the Slides
Now open PowerPoint.
Step 7 — Edit
Remove anything that doesn’t earn its place.
Step 8 — Practice
Deliver the presentation.
Step 9 — Test
Have someone unfamiliar with the case watch it.
Step 10 — Refine
Fix the areas where the audience gets lost.
Chapter 22: The Slide Audit
For every slide, ask:
Message
What is the one thing the judge should remember?
Evidence
What proves it?
Visual
Is this the clearest way to show the evidence?
Implication
Why does it matter?
Speaker
What will I say that isn’t already written on the slide?
Transition
Why are we going to the next slide?
If you cannot answer these questions, the slide probably isn’t ready.
PART XII: PRACTICE
Chapter 23: Practice Like You Play
Practice should simulate the competition. Don’t simply run through the slides while sitting around a table.
Practice:
· standing;
· using the clicker;
· looking at the judges;
· speaking at competition volume;
· using the actual deck;
· timing the presentation;
· answering questions;
· recovering from mistakes.
Practice 1: The One-Minute Story
Give your team one minute to explain:
· the situation;
· the problem;
· the recommendation;
· the impact.
If you cannot explain the solution in one minute, you may not understand it well enough.
Practice 2: The Slide Headline Test
Remove the body content from every slide.
Leave only the slide titles.
Read them in sequence.
Do they tell a story?
If not, the deck needs to be restructured.
Practice 3: The Three-Second Test
Show each slide for three seconds.
Ask: What did you see?
Compare the answer with the intended message.
Practice 4: The Blind Audience Test
Present to someone who has not read the case.
Afterward ask:
· What was the problem?
· What was our recommendation?
· Why did we recommend it?
· What was the most important evidence?
· What was the expected impact?
· What was our biggest risk?
If they cannot answer, you have found a communication problem.
Practice 5: The Hostile Judge
Have someone challenge:
· your assumptions;
· your numbers;
· your recommendation;
· your alternatives;
· your implementation.
The goal isn’t to “win” the argument. The goal is to remain calm, clear, and credible.
Practice 6: The Recovery Drill
Intentionally interrupt the presentation.
Have the speaker:
· lose their place;
· restart a slide;
· skip a slide;
· receive a difficult question;
· have another speaker make an error.
Then recover.
You are training a skill that matters enormously in competition:
What do I do when things don’t go according to plan?
PART XIII: THE DISCOVER YOUR MAD SKILLS PRESENTATION CHECKLIST
DECIPHER
☐ Do we understand the audience?
☐ Do we understand the decision?
☐ Do we understand the case characteristics?
☐ Do we know what the judges need to believe?
☐ Have we decided what does not need to be communicated?
STORY
☐ Is the problem clear?
☐ Is the complication clear?
☐ Is the decision clear?
☐ Is the recommendation clear?
☐ Does the story flow logically?
☐ Does every section contribute to the argument?
DECK
☐ Does every slide have one primary message?
☐ Are the slide titles messages rather than topics?
☐ Does the evidence support the message?
☐ Are visuals easy to understand?
☐ Is the most important information obvious?
☐ Is the deck readable from the back of the room?
☐ Have we removed unnecessary information?
SPEAKING
☐ Are we speaking rather than reading?
☐ Are we making eye contact?
☐ Is our pace appropriate?
☐ Are we using pauses?
☐ Are we emphasizing important points?
☐ Are we using clear transitions?
☐ Do we sound like one team?
TEAM
☐ Are speaking roles based on the story rather than equal time?
☐ Are transitions smooth?
☐ Are key numbers and terminology consistent?
☐ Does every speaker understand the entire solution?
Q&A
☐ Can we explain every major assumption?
☐ Can we defend our recommendation?
☐ Can we explain why we rejected alternatives?
☐ Can we explain the financials?
☐ Can we discuss risks?
☐ Can we explain implementation?
☐ Can we handle a question we haven’t anticipated?
PART XIV: THE MAD SKILLS PRESENTATION TEST
Before you compete, ask the following:
1. CLARITY
Can the judges understand our solution?
2. RELEVANCE
Does every major piece of content matter?
3. LOGIC
Does the evidence lead logically to the recommendation?
4. CREDIBILITY
Do we sound like people who understand the problem?
5. VISUAL COMMUNICATION
Can the judges understand the key evidence quickly?
6. DELIVERY
Do we communicate with energy, confidence, and control?
7. PERSUASION
Do we make the judges believe the solution can work?
8. RECOVERY
Can we handle mistakes, interruptions, and difficult questions?
FINAL CHAPTER: The Presentation Is the Product
Your case solution is not finished when the analysis is done. The thinking needs to be transformed into communication. That transformation is a skill.
· You need to decide what matters.
· You need to decide what doesn’t.
· You need to build a story.
· You need to create slides that make the thinking easier to understand.
· You need to speak in a way that adds meaning rather than simply repeating what’s on the screen.
· You need to work together as one team.
· And you need to be prepared for the moment when a judge asks the question you didn’t expect.
The best presentations don’t overwhelm the judges with information. They guide them toward a conclusion. They make the problem clear. They make the insight obvious. They make the recommendation logical. They make the implementation believable. And they make the impact memorable.
That is why the most important presentation skill isn’t PowerPoint. It is judgment.
· Knowing what to say.
· Knowing what to show.
· Knowing what to leave out.
· Knowing when to slow down.
· Knowing when to emphasize.
· Knowing when to let the slide speak.
· Knowing when you need to speak.
· And knowing what the audience needs from you at that moment.
That is Deciphering Case Characteristics applied to communication.
Don’t just build a deck. Build the argument.
Don’t just deliver the presentation. Guide the audience.
Don’t just answer the question. Make them believe the solution.
And remember: Less is more.
Your job is not to communicate everything your team knows. Your job is to communicate what matters most. That is how you turn a case solution into a winning presentation.