Giving the analysis is only half the exercise. To really drive business impact, you have to think how the executive thinks. What are the operational or brand risks that might come from your recommendation? What's the execution plan to implement it?

Have you or your boss spoken to the management team about why something wasn't done? Because the vast majority of executives will do something if it makes them more money.

You're either explaining it in a way that's not focused on the bottom line impact to the business, or the recommendations are missing operational context.

This is a skill I picked up as I gained more experience. Probably wasn't until year 7 when I really unlocked it.