What? - by outlining exactly what the problems were that your business helped to solve, you are signifying how you could help other businesses with similar challenges.

• What were the biggest issues that faced your client?

• What factors impacted your client the most? For example loss of money, time pressures, process constraints, personnel or knowledge gaps.

Why? - the specific circumstances that created a need for the product or service will resonate with your audience.

Why were the conditions right for your business to get involved? Why was your business selected as a supplier?

When? - there may be time constraints or specific industry or sector events that brought challenges pertinent to the project. Make clear any pressure points or relevant timings that potential clients may identify. These might include a seasonal calendar specific to the sector or industry milestones.

Things to consider:

• Was there something significant about the timing of the project?
  
  
• Were the time constraints exceptional or pertinent?
  
  
• Did the project tie-in with events of note? For example, legislative changes, geographical factors, sector or industry-led benchmarks.

Where? - the project geography, or its reach, may be of interest to your audience and a factor that they identify with.

Is there something significant about the location of the organisation you helped, or the project delivered?

What was the geographical reach of the project?

How? - detailing the project process chronicles more than the specifics of what happened. How the project was approached, organised and delivered describes the extent of expertise provided and level of professionalism. It also gives an insight into your business culture and the nature of your organisation.

This information is an essential part of your business pitch. It will communicate the benefits of purchasing your product or service.

Clearly and concisely outline what your business did to help, the nature of delivery, the processes involved and outcomes achieved.

Championing your internal team - this is an opportunity to introduce your team, as well as the standard and breadth of expertise within your organisation. Who made the project happen and why was this important to the success of the delivery and outcome? Was the whole business involved, or did specific teams or individuals contribute?

Interaction with your client’s personnel - indicating how you liaised with internal departments within your client’s business will speak volumes about your approach to project management. Similarly, identifying which divisions or individuals commissioned the work and were involved will help build a clearer picture. Understanding who was influential in the project client-side signals the level at which your business operates.

Collaborators and external contributors - if you worked with external partners in the delivery of the project, consider including this too. Demonstrating the wider network that your business can tap into shows that you have the ability and connections to pull in additional resource should the need arise.