Pitch and Debrief — Closing Session 2
Module 4, Unit 1 | Presentation and reflection guide
By the end of this section, you will be able to:
- Structure a 7–10 minute group presentation for a non-technical leadership panel (S22)
- Use a workflow diagram to explain where your proposal intervenes, without presenting a working build (K22, S22)
- Respond to panel questions using evidence from the scenario, especially around human impact and risk (S23)
- Reflect on how the Tech-Trek supports your EPA preparation (K22, S22, S23)
The end point. Your team will present a proposal, not a working build. The panel is listening for clear problem diagnosis, evidence-based human impact analysis, realistic risk thinking and accessible communication.
How the Leadership Panel Works
The panel is chaired by the lead facilitator, with available tutors or programme team members playing leadership personas where useful. External guests are optional. The panel's job is to test your evidence and reasoning, not to catch you out.
You should expect practical leadership questions: cost, risk, staff impact, data quality, compliance, stakeholder confidence and what should happen next.
Presentation Timing
- Present for 7–10 minutes.
- Expect approximately 10 minutes of Q&A.
- Keep slides concise: eight slides is a maximum, not a target.
- Make sure every team member has a visible role.
A Strong Slide Structure
| Slide | Purpose |
|---|---|
| 1 | The business problem in one plain-language sentence |
| 2 | Evidence from the workflow: where the bottleneck sits |
| 3 | Your proposed AI or automation intervention, and what it is not |
| 4 | Workflow diagram or process map showing how the proposal would fit |
| 5 | Human impact: who is affected, how, and what support is needed |
| 6 | Risks and constraints: data, ethical, regulatory, commercial and operational |
| 7 | Expected outcomes and success measures |
| 8 | Your recommendation and the decision you want leadership to make |
Questions the Panel May Ask
- Show me your evidence, not your enthusiasm.
- What problem are you solving, and how do you know it is the real bottleneck?
- Who is affected by this proposal, positively and negatively?
- What would need to happen before this could be piloted safely?
- What data constraint could break your recommendation?
- Why is this not just shiny-new-thing syndrome?
- What would you not do yet?
If your team finishes early, write the strongest objection to your own proposal. Then prepare a response that does not dismiss the concern. A credible answer should name what evidence you already have, what remains uncertain, and what you would check before a pilot.
How to Handle Pushback
Use respectful challenge. If a panel member proposes something you believe is unsafe or unwise, push back with evidence. That is part of the learning: translating technical and human-impact concerns into language leaders can act on.
The Cohort Debrief
After the presentations, the debrief brings the learning back to the apprenticeship standard and to your own workplace projects.
- What did your team almost recommend, and why did you move away from it?
- Where did you have to translate a technical idea for a non-technical audience?
- Which human impact was easiest to miss?
- What did another team notice that changed your thinking?
- How could this experience support your EPA preparation?
After Session 2
Keep your Opportunity Brief, workflow diagram and slides. Within one week, write one short reflection for your portfolio notes:
In this Tech-Trek, I evidenced [KSB] by [what I did], which helped the team [outcome].
KSB evidence focus
- K22: Collaborative working principles to explore AI and automation solutions and implement prototypes, pilots or proof of concepts.
- S22: Present and communicate information including the translation of technical concepts into accessible materials to support clear dialogue with stakeholders.
- S23: Work with others to achieve agreed outcomes or outputs. Provide evidence-based analysis and insight to leaders on the likely human impacts of automation projects.
- S24: Use project management principles, techniques and tools to support the development of clear, balanced communications and briefings.
- B3: Demonstrates confidence in sharing concerns or alternative perspectives.
- B4: Balances respect for leadership decisions with advocacy for employees.