Programs

Communication · Self-serve

Present with Authority

Presenting to senior and sceptical audiences

Five simulations, each built around your role and seniority and the audience you name. Unlimited attempts.

5 rooms · about 1 hour 45 min

Who it's for: Anyone who presents to senior or sceptical audiences, at any level: a board, an executive committee, a review panel or a customer.
Format: Self-serve
Program sessions: 3

Who it's for

Anyone who presents to senior or sceptical audiences, at any level: a board, an executive committee, a review panel or a customer.

Output

A scored report after every room, with the moment that earned each score and one recommended focus
Your subject examined before you present it, with an Evidence Check on what you claimed
A trajectory across every attempt, on every room you return to before a senior presentation
Scored against published frameworks: the Minto Pyramid Principle, Aristotelian rhetoric, stakeholder salience, interest-based negotiation and participatory facilitation

Program contents

Command of the subject · The sixty-second case · Test your knowledge · Elevator Pitch
Holding the room · Presentation Under Pressure
Support without authority · Landing the decision · Stakeholder Influence · Meeting Facilitation

How the program works

A self-serve program for professionals who present to senior or sceptical audiences, built on Renatus. Five simulation rooms · Three weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

The rooms

Test your knowledge

Simulation

Calibration: the confirmed topic and scope, the selected listener archetype and the selected challenge level.

Elevator Pitch

Simulation

Calibration: role title, rep experience (new to role, established, senior or founder-seller), industry or sector, a line of working context, and your organisation's website if you give it.

Presentation Under Pressure

Simulation

Calibration: role title, audience (a single senior stakeholder, a board, an executive committee or a hostile external audience), industry or sector, a line of working context, and your organisation's website if you give it.

Stakeholder Influence

Simulation

Calibration: role title, stakeholder type and history (peer, senior or partner; friendly, neutral or sceptical), industry or sector, a line of working context, and your organisation's website if you give it.

Meeting Facilitation

Simulation

Calibration: role title, meeting type (stand-up, decision meeting, strategy session or difficult conversation forum), industry or sector, a line of working context, and your organisation's website if you give it.

Why this program exists

You present to people whose questions decide things: a board, an executive committee, a review panel, a customer whose default is challenge. They judge whether you can say the point, prove it with something they could check, answer the question they asked, and keep the room moving when someone pushes back. This program prepares you for that through simulation. Ren builds each scene from your real role, your sector, your working context and the audience you name, and plays every person in it, so every scenario is new, adjusting according to each response.

What you'll achieve

Rehearsal of the moments that decide a presentation: the interruption, the hostile question, the stakeholder you cannot instruct, the meeting that will not close
A scored report after every room: each dimension with the moment that earned its score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus with a first step
Your subject examined before you present it: what you can defend, where it stops being true, and an Evidence Check on what you claimed
Unlimited attempts at every room, each a new scene at the calibration you set, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: Professionals who present to senior or sceptical audiences: a manager taking results to an executive committee, a specialist defending a recommendation to a board, a founder pitching, a project lead taking a proposal to a review. Every room calibrates to your role and the audience you name, so it serves a first-time board presenter and a director who presents monthly. It assumes you have a real subject to present in the next month.
Cadence: 3 weeks
1: Command of the subject · The sixty-second case · Test your knowledge · Elevator Pitch · Read Handling the Unknown and Brevity; rebuild the presentation from the pitch outward
2: Holding the room · Presentation Under Pressure · Read Question Response and Poise; deliver the real presentation
3: Support without authority · Landing the decision · Stakeholder Influence · Meeting Facilitation · Read Durability and Closure; read the Ren summary; set the ongoing plan

Session by session

Week 1: Command of the subject · The sixty-second case

Establish what you know about your subject and where it stops

Test your knowledge Elevator Pitch

Week 2: Holding the room

Lead with the argument, return to it under questioning, answer the question that was asked, and keep your composure when the stakes rise.

Presentation Under Pressure

Week 3: Support without authority · Landing the decision

Win support from someone over whom you have no authority, framed in their interests, in a way that holds after the meeting

Stakeholder Influence Meeting Facilitation

Five simulations of the senior room, run weekly, measured over time.

Start program

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability