Research collaborations are two-way streets. To obtain support from organizations, academics must communicate the value of their research projects to the stakeholders. In their focal article, Lapierre et al., (2018) described this process as the academic “sales pitch”, one that must be “short yet attention grabbing” (p.20). Academic research in industrial and organizational (I-O) psychology, however, is rooted in esoteric jargon (e.g., validity and reliability) and unconvincing evidence (e.g., r and r2) (Highhouse, Brooks, Nesnidol, & Sim, 2017; Rynes, 2009). These concepts are difficult for non-academics to understand and may even undermine the value of our work (Brooks, Dalal, & Nolan, 2014; Kuncel & Rigdon, 2012; Mattern, Kobrin, Patterson, Shaw, & Camara, 2009). CEOs and other senior leaders often have limited time, attention, and expertise to process your pitch: A bad one could effectively derail the collaboration before it even began.