You understand your business inside out. Rather than getting everyone to see exactly what you see, the real challenge is giving them a reason to believe in it.
Every founder has a version of the same story. They see a problem others have overlooked, a market that could be transformed or a product that will make people’s lives easier. They know the details and understand exactly why their idea matters.
Then they explain it to someone else.
All too often, that conversation is packed with industry jargon and technical detail. The founder is making a compelling case in their own mind, but the person listening is struggling to keep up.
When you’re totally immersed in a problem, it’s easy to forget that other people don’t share your context. But getting people to understand your business is not the same as getting them to believe in it.
Start with the problem, not the product
One of the most useful things a founder can do is step back from what they’re building and explain why it needs to exist.
What’s the problem? What’s the solution? And why should anyone believe you can deliver it?
These questions help separate what matters from everything you know about your business.
Consider Pyper Vision, a company developing technology to help the aviation industry make better decisions around fog at airports.
Founder Emily Blythe grew up around aviation, with a mother who worked as an air traffic controller. Her own experience training to fly gave her a close-up view of the disruption fog can cause.
The startup’s initial product focused on fog dispersal. As the technology developed, the business evolved towards using artificial intelligence and deep learning to predict airport fog and help airports and airlines make better scheduling decisions.
The technology and solution changed. The underlying problem remained clear.
When we first worked with Emily, there was a huge amount to explain: airports, airlines, fog, weather forecasting, drones, air traffic control, regulation…all of it mattered, but trying to communicate everything at once made it harder for people to grasp the central idea.
The answer was to give people a way into the story: what’s the problem, what’s the solution, and why should you believe us?
That framework gives founders a starting point that can be adapted for different audiences as the business grows. It helps people understand the journey without needing to master every technical detail.
Credibility matters as much as conviction.
You can’t have conviction without credibility. People need to understand not just what you’re building and why, but why they should believe you’re the right person to build it.
What experience do you bring to the problem? What have you learned that others don’t know? Have you seen the problem first-hand, or built something that demonstrates what you can do?
These are the details that substantiate your story. They give people a reason to take your idea seriously, beyond the strength of your pitch or your own belief in it.
An easy trap to fall into is assuming that credibility speaks for itself. But unless those connections are made clear, the audience may not understand what makes the person in front of them well placed to succeed.
Think about how you weave that evidence into your narrative - your background, experience, early results or the expertise of your team can all help establish why people should believe in what you’re doing.
Pyper Vision Founder and CEO Emily Blythe.
Put your story to the test
Your story will need to evolve as your product, market and business develop. A clear understanding of the problem you’re solving gives you something to return to, even when the solution changes.
Start by explaining your business to someone outside your industry in 60 seconds. Then ask what they understood, what confused them and what they’d want to know next. Listen to their answers, refine your explanation and test it again. Pay attention to whether they understand the problem, see the value in your solution and have confidence in your ability to deliver it.
As your business grows, keep refining your story for the people whose support matters most, from investors and customers to future employees and partners. The aim is to give them a clear picture of what you’re building, why it matters and why they should believe in you.
Because a compelling story is what gives people a reason to back your vision, get involved and tell others why it matters.
