There’s a familiar situation every technical leader encounters: you’re in a room with executives, creatives, agents, or business leaders — and you’re the only one who understands “tech.” Perhaps you’re a newly appointed CTO or just the most technically knowledgeable person present. You have solutions to real problems, but no one comprehends your language.

I’ve been there more times than I can count — at UTA, the Clippers and now as co-founder of SkaFld Studio. And here’s what I’ve learned the hard way:

It doesn’t matter if you’re right if no one understands you.

Your role is not just about solving complex issues. It’s also about helping others see how those solutions fit into their scenario. According to Harvard Business Review, the best leaders employ clear, relatable language to demystify complexity. This process demands more than just communication skills — it involves empathy, strategy, and what I refer to as the Translator Mindset.

The natural inclination is to lead with technical jargon, credentials, or cleverness, but that approach only creates barriers. The Translator Mindset means meeting people at their level and guiding them to new understandings. Clarity is more important than ego, and connection is more crucial than mere correctness.

What the Clippers taught me about influence

One of my most insightful experiences was with the LA Clippers, during a time when the entire league was adopting analytics. We had the data. We believed we had the answers. Yet, I found myself among legends — Jerry West, Doc Rivers — and when they have an opinion, you pay attention.

In a tense draft season, the analytics team proposed reaching out to numerous prospects to maximize our chances. However, the traditionalists insisted on focusing on only a select few. Moreover, they wanted those calls to be made by someone with significant influence — one of our key figures.

They were right. Every player who got a call from one of our top voices came on board.

The data team wasn’t incorrect, but they were missing a critical aspect: it wasn’t merely about efficiency; it was about influence. That moment taught me how instinct and data can coexist, but there needs to be someone to connect the two.

Why tech initiatives really fail

Most tech ideas don’t fall apart because they’re flawed — they fail because they’re misunderstood.

I’ve watched engineers try to bury doubt with detail. But doubt isn’t rational. It’s emotional. Disruption often feels like displacement. Confusion can trigger fear. And fear doesn’t get solved by specs.

Empathy is a strategy. Before I pitch anything technical, I ask myself:

• What does this audience actually care about?
• Where might they feel threatened?
• How do I make them feel like co-owners of the solution?

In the early days of my career, I used jargon as a defense mechanism. It made me feel competent. But it didn’t build trust. I had to unlearn that habit and retrain myself to reframe, simplify and connect. Once I did, everything changed — not just for me, but for the people around me. I went from being a translator to being the person who helped everyone in the room align.

3 tools to help you communicate tech better

Whether you’re the only technologist in the room or just the one willing to speak up, your job is to create clarity, credibility, and connection. These tools will help:

1. Reframe, don’t repeat

When someone pushes back, don’t double down on detail. Reframe their concern in their own language. Make them feel heard — and then offer a clearer path forward.

2. Start with outcomes

Never open with the tech stack. Open with the result. Instead of “We’re using containerized microservices,” say “We’re cutting load times by 70% so fans don’t drop off before tipoff.”

3. Speak their language

Metaphors work. To a producer, AI is a script assistant. To a VC, it’s a high-frequency analyst. Familiar language lowers resistance and builds buy-in.

You’re the bridge

You’re not in the room to explain code. You’re there to turn potential into progress — to connect software with story, abstraction with action and fear with adoption.

That’s leadership. Done well, it builds momentum, earns trust, and drives real change.

And it starts not with speaking louder — but with being understood.