A couple of months ago, one of my clients, Legacy Network, invited me to lead a section of the “Effective Pitches for the Next Gen” workshop at the Legacy Summit 2025, aimed at second, third, and fourth generations. My first reaction was surprise: I've never stood in front of an investor asking for capital. My closest experience with that world was watching Shark Tank.
AEven so, true to my nature, I said yes. As I prepared, I understood why my profile could add value: investors, like any counterpart, seek confidence, and confidence is generated through communication. With that clarity, the workshop took shape and, above all, the focus shifted: to stop seeing investors as sharks and start seeing them as dolphins that accompany you.
So, I thought of transferring the tips I presented a few days ago to this column. Thanks to the positive feedback I received from the participants, I thought it would be valuable to share them.
However, later I thought that this must be a deeper reflection and not just a list of tips. It is an invitation to look directly at something deeper: the so-called “commandments” of a good pitch and the mistakes that sabotage it are not stage techniques. In reality, they are the foundations of any human interaction. They work at a table with VCs, on a sales visit, in a medical consultation, or in a team meeting. When they fail, it's not the deck that falls: it's the bond that gets damaged.
Let's think about some of the commandments I talked about in the talk:
Clarity: Say what you do, why it matters, and what you need. It seems obvious, but it rarely is. Clarity is an act of respect for another's time.
Structure: organize ideas so the other person doesn't have to structure or guess what's in the speaker's head. Structure is liberating.
Coherence: when verbal and non-verbal cues align. When we see a disconnect between what the body says and what the voice emits, it creates dissonance and, therefore, distrust.
Preparation: not to sound perfect, but to show the audience that we've taken the time to do our best. Improvisation, when it's obvious, can seem disrespectful.
And the errors? They aren't “pitching things.” We see them day to day in thousands of interactions, and they end up breaking relationships.
The saturated slide delegates the task of understanding you to the other person. Encyclopedic discourse accumulates data and denies meaning. The infinite monologue leaves no room for the other person to interact. Loose ideas confuse. An ending without effective closure—or a “ghost ending,” as I called it in the presentation—avoids taking responsibility for what is being asked. Everyone has something in common: they transfer the friction to the interlocutor. And sustained friction erodes trust.
Let's take this outside the auditorium. A salesperson who practices clarity, structure, and closing doesn't “sell better.” They reduce customer uncertainty and facilitate a responsible decision. A doctor who translates a diagnosis without technical jargon, makes eye contact, and honestly explains risks doesn't just “communicate well.” They show empathy, closeness, and understanding of the patient. A leader who follows up seriously doesn't just “manage projects.” They honor their word.
In the workshop, without a doubt, participants arrived feeling nervous and left with more than a pitch: they left understanding the workshop's mantra: “Assertive communication doesn't aim to impress, it aims to connect. When your message is clear and authentic, the most valuable asset you gain is trust.” And this applies to absolutely all relationships and interactions we have day to day.
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