Start by being honest about why you're in the room: what you need, what you need help with, and what's going on. Executives deal in requests and situations all day. Naming yours upfront isn't bluntness, it's orientation. They can't evaluate anything you say until they know what you're actually asking of them.
Then express the idea as succinctly as you can, so they understand as quickly as possible how it's in their interest to keep listening. This is not dumbing it down. It's respecting that their attention is the scarcest thing in the room, and that the fastest way to lose it is to make them work out why your topic matters to them.
Frame what's happening in terms of a story: the situation, what's at risk, what happens if they act and if they don't. A story lets a non-technical person hold the whole argument in their head at once, and it puts your technical detail where it belongs, as the evidence behind the story rather than the opening barrage.
Then open yourself up to questions, and consider diagramming the idea, drawing it, so you maximize how much information you share while making it easy for people to point at the part they'd challenge. A drawing invites criticism in a way a slide full of text never does. You are not trying to persuade. You are trying to arrive at the best conclusion, and that requires their input. If an executive sees a problem you didn't, that's the meeting working.
Naming your ask and their interest earns the attention; the story carries the argument; diagramming opens it to the criticism that makes the conclusion better.
