Communication Skills in Finance: How to Write, Present, and Speak Like a Senior Banker

The analyst builds a perfect model. The presentation it supports is cluttered and confusing. The MD struggles to explain it to the client.

The deal doesn't get done.

Technical skills are table stakes in finance. Everyone at your level can build a DCF. Everyone can calculate WACC. The differentiator isn't the analysis—it's the ability to communicate it.

Senior bankers get paid to influence decisions. They persuade clients, negotiate terms, and lead teams. That requires communication skills that most junior people never develop.

Here's how to write, present, and speak at the level that gets you promoted.

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The Communication Principle

Clarity Is Respect

Every communication is a transaction. You're asking someone to give you their attention. The question is whether you're worth it.

Unclear communication says: "I haven't thought this through. I'm making you do the work of understanding me."

Clear communication says: "I value your time. I've done the work so you don't have to."

Senior people are time-constrained. They filter ruthlessly. Your communication either makes their life easier or gets ignored.

The Hierarchy of Communication

Level 1 (Junior): Accurate and complete. Gets information across. May require effort to understand.

Level 2 (Developing): Clear and well-organized. Easy to follow. Appropriate detail level.

Level 3 (Senior): Persuasive and actionable. Shapes thinking. Drives decisions.

Your goal is Level 3 communication on everything important.

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Written Communication

Email Excellence

Subject lines: Specific and actionable. The recipient should know what's needed without opening.

Weak	Strong
"Question"	"Model review needed by 5pm - Project X"
"Update"	"Project Y: deal timeline shifting 2 weeks"
"Follow up"	"Decision needed: approach fee structure"

The first line: Lead with the ask or the key information. Don't bury it.

Bad: "I wanted to follow up on our conversation last week about the project. After reviewing the materials you sent and discussing with the team, I have some thoughts..."

Good: "Need your approval on the revised fee proposal by EOD. Summary below; full proposal attached."

Structure:

• First line: What you need or key message
• Body: Supporting detail (minimal)
• Action item: Clear next step

Length: Shorter than you think. If it takes more than 30 seconds to read, it's probably too long. Consider whether a call would be better.

Formatting:

• Bullet points for multiple items
• Bold for key information
• White space between sections
• Mobile-readable (short paragraphs)

Investment Memos

Purpose: Synthesize analysis into actionable recommendation.

Structure that works:

1. Executive summary (1 paragraph)

   • Recommendation
   • Key reasons
   • Main risks

2. Situation overview (context)

   • What's happening
   • Why it matters
   • Key decision points

3. Analysis (body)

   • Valuation summary
   • Strategic considerations
   • Risk factors
   • Alternative scenarios

4. Recommendation (conclusion)

   • Clear position
   • Specific action items
   • Timeline

Common mistakes:

• Burying the recommendation
• Too much background before getting to the point
• Analysis without synthesis
• No clear action item

Client Communication

Tone: Professional but not stiff. Respectful without being obsequious.

Responsiveness: Fast. Always. Even if just acknowledging receipt.

Follow-through: Do what you say you'll do, when you say you'll do it.

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Presentation Skills

Slide Design

One idea per slide: If a slide makes multiple points, it makes no points. Split it up.

Headlines that inform: The headline should convey the point, not just the topic.

Weak headline	Strong headline
"Valuation Summary"	"Target is undervalued at 6x EBITDA vs. 8x peers"
"Market Overview"	"Market recovery creates favorable exit timing"
"Financial Performance"	"Revenue accelerating: 25% growth YTD vs. 15% prior year"

Visual hierarchy:

• Most important information most prominent
• Eyes should move naturally from key point to support
• Reduce clutter ruthlessly

Data visualization:

• Choose the right chart type
• Highlight the key data point
• Remove unnecessary gridlines and labels
• Make it readable from the back of the room

Delivering Presentations

Know your audience: What do they already know? What do they need to learn? What decision are you driving?

Structure for impact:

1. Hook: Why should they care?
2. Context: What's the situation?
3. Analysis: What does the data show?
4. Recommendation: What should they do?
5. Close: Specific next steps

Speaking mechanics:

Pace: Slower than you think. Nerves speed you up. Consciously slow down.

Pauses: Use silence. Pauses create emphasis and give listeners time to absorb.

Eye contact: Look at people, not slides. The slides support you; they're not the presentation.

Body language: Stand still. Gestures should be purposeful, not nervous. Don't pace or sway.

Voice: Vary tone and volume for emphasis. Monotone kills attention.

Handling Questions

Listen fully: Let them finish before you start responding.

Clarify if needed: "Just to make sure I understand—you're asking about..."

Answer directly: Don't dance around. Address the question.

Admit what you don't know: "I don't have that data, but I'll get it to you by tomorrow."

Bridge back: If a question takes you off track, answer it, then return to your message.

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Verbal Communication

Speaking in Meetings

Prepare: Know what you want to say before the meeting. Don't figure it out in real time.

Contribute purposefully: Speak when you have something to add. Don't speak just to be heard.

Be concise: Make your point and stop. Don't ramble to fill silence.

Structure your thoughts: "There are three considerations here. First... Second... Third..."

This signals organization and makes you easy to follow.

Speaking to Senior People

Lead with the point: Senior people don't have time for buildup. Start with the conclusion.

Be prepared for follow-ups: Know your material deeply. They will probe.

Show judgment, not just information: Don't just present facts. Offer interpretation and recommendation.

Confidence without arrogance: State your views clearly. Be open to pushback.

Client Conversations

Listen more than you talk: Understand their perspective before sharing yours.

Ask good questions: "What's driving the timeline here?" "How are you thinking about the trade-offs?"

Mirror their style: Match formality level, pace, and communication style.

Follow up in writing: Document key discussion points and action items.

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The Pyramid Principle

What It Is

The Pyramid Principle (from Barbara Minto) is a communication framework used throughout consulting and finance:

The structure:

1. Lead with the main point
2. Support with key arguments
3. Support each argument with evidence

Visual form:

        Main Point
       /    |    \
   Arg 1  Arg 2  Arg 3
   /|\    /|\    /|\
  Evidence for each

Why It Works

Respects the audience: They get the conclusion immediately. They can choose how deep to go.

Forces clarity: You must know your main point before communicating. This is harder than it sounds.

Creates logical flow: Each level supports the level above. Nothing is extraneous.

Applying It

Before writing or speaking:

1. What is my one main point?
2. What are the 2-4 reasons someone should believe it?
3. What evidence supports each reason?

In practice:

Instead of: "I looked at the comps and analyzed the DCF and the precedent transactions suggested a range and taking everything together I think..."

Say: "The target is worth $50-55 per share. Three analyses support this. The comps suggest $52. The DCF shows $54. Precedent transactions imply $51. The average is $52, so a $50-55 range captures reasonable scenarios."

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Common Communication Mistakes

Being Too Long

The problem: Most people overcommunicate. They provide more detail than necessary.

The fix: Cut ruthlessly. If it doesn't advance your point, remove it.

Burying the Point

The problem: Building up to the conclusion instead of leading with it.

The fix: State your conclusion first. Then support it.

Not Knowing Your Point

The problem: Communicating before you've fully thought something through.

The fix: Clarify your thinking before communicating. "What's my one main message?"

Using Jargon Unnecessarily

The problem: Jargon signals insider status but often obscures meaning.

The fix: Use simple language when possible. Use jargon only when it's genuinely more precise.

Not Adapting to Audience

The problem: Same communication regardless of who's receiving it.

The fix: Adjust detail level, formality, and emphasis based on who you're talking to.

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Developing Your Skills

Practice Deliberately

Write more: Practice writing, then edit ruthlessly. Notice what you cut.

Present internally: Volunteer to present to your team. Get feedback.

Watch good communicators: Study how senior people communicate. What do they do that works?

Get Feedback

Ask directly: "How could I have communicated that more clearly?"

Watch reactions: Notice when people look confused, check phones, or interrupt.

Review your work: After projects, evaluate your communications. What worked? What didn't?

Invest in Learning

Read on communication: The Pyramid Principle by Barbara Minto. Writing That Works by Kenneth Roman.

Take courses: Presentation skills, executive communication, business writing.

Practice constantly: Every email, every meeting, every presentation is practice.

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Key Takeaways

Communication separates good analysts from future MDs.

Writing:

• Lead with the point
• Keep it short
• Structure clearly
• Make action items explicit

Presenting:

• One idea per slide
• Headlines that inform
• Speak slower than natural
• Handle questions directly

Speaking:

• Prepare before meetings
• Be concise
• Show judgment, not just information
• Adapt to your audience

The Pyramid Principle:

• Main point first
• Supported by key arguments
• Each argument backed by evidence

The mindset: Every communication is an opportunity to demonstrate clarity of thinking. Senior people are promoted partly because they communicate at a senior level.

You can't wait until you're senior to communicate like one. Start now. Every email, every presentation, every conversation is practice for the level you want to reach.

Communication isn't just about getting information across. It's about shaping how people think and what they decide.

That's the skill that gets you promoted.