I've spent much of my career helping people tell important business stories. From multimillion- and billion-pound transactions in investment banking to FTSE 100 boardrooms, leadership communications and, more recently, helping entrepreneurs bring their ideas to life.

I've always believed that good storytelling starts with listening. We all hear and interpret things differently, shaped by our own experiences, backgrounds and values. What seems perfectly clear to one person might mean something entirely different to another.

The challenge, and the creativity, is finding a way to communicate that connects with your audience. It's not simply about what you want to say, but what you want people to understand, remember and take away.

Sales

In investment banking, pitch documents were an art in themselves. Financial information, charts, graphics, executive summaries and presentations all had to come together to make a compelling case. The big picture mattered, but so did every number, every page and every detail.

And sometimes, to stand out from the competition, we had to get really creative.

It wasn't always just about producing a perfectly prepared presentation. It might be the beautifully considered box it arrived in, an accompanying prop or something unexpected that made the whole experience memorable. The storytelling could begin before anyone had even opened the first page.

Behind the creativity was an enormous amount of discipline. Accuracy, confidentiality, document management, version control and ensuring the right information reached the right people were just as important as the presentation itself.

Later, working alongside a FTSE 100 CEO, storytelling took on another dimension through half-year and full-year results, investor presentations and market communications.

These weren't simply exercises in reporting numbers. They were opportunities to explain performance, provide context, connect past decisions with future ambitions and communicate a clear direction.

Different audiences needed different levels of detail, but the underlying story had to remain consistent, credible and meaningful. Tough crowd!

People

Some of the most rewarding storytelling I've been involved in has had very little to do with selling anything.

Company conferences, leadership meetings, corporate strategy, speeches and internal communications all presented opportunities to bring people together around a shared understanding of where the business had been, where it was going and why it mattered.

I particularly enjoyed the continuity of leadership communications. Looking back at what had been said before, recognising commitments made, acknowledging people's contributions and connecting one conversation to the next.

A speech or presentation was rarely a standalone piece of work. It was part of a much bigger story, with people at its heart.

And this is where listening became particularly important.

Communicating with a leadership team is very different from addressing an entire organisation. People bring their own experiences, concerns, expectations and values to what they hear. A message that resonates with one group might leave another with more questions than answers.

It takes thought, empathy and sometimes a little creativity to find the right approach. The words matter, of course, but so do the tone, timing, context and delivery.

For me, successful communication isn't just about delivering a message. It's about making sure people understand what it means for them.

But storytelling didn't always have to be quite so serious.

For one senior executive's farewell, I created a video celebrating his career with the company, alongside a playful little book inspired by the classic Ladybird format, documenting some of the idioms and expressions he'd become famous for using.

It was a very different kind of storytelling. Personal, humorous and full of memories. A way of celebrating someone's contribution while capturing a little of the personality that made them memorable.

Business & Brand

More recently, I've enjoyed bringing that same thinking to entrepreneurs, founders and smaller businesses.

Whether it's helping shape a business plan, developing a brand identity, creating a website or finding the right words to explain an offering, I enjoy getting beneath the surface.

What's the business really about? Why did the founder start it? What problem are they solving? What makes them different? And, importantly, why should someone care?

Sometimes the most interesting part of the story isn't the product or service at all. It's the person behind it, the experiences that led them there and the reason they wanted to create something in the first place.

I've experienced this firsthand through my own ventures, including House of Vamp and KISS & Co.

Developing KISS & Co. in particular has involved taking years of varied professional and personal experience and finding a simple, coherent way to explain what I do, who I can help and why it matters. It's been an exercise in asking questions, challenging assumptions, exploring ideas and finding the right balance between personality, credibility and clarity.

The Tools Have Changed

AI can now help with research, organising information, exploring ideas, drafting content and much of the heavy lifting. It's opened up creative possibilities and made certain parts of the process considerably faster.

But understanding the audience, asking the right questions, applying judgement and taking responsibility for the final result still matter enormously.

Because the art of storytelling isn't just telling a good story. It's making sure it lands.