When I'm hiring someone, often times I think to myself "would I be comfortable putting this person infront of my VP as a representative for my team?"

I 100% agree with you on this.

If your audience doesn't have the same technical background as you do, then you have to modify your approach. If I'm presenting infront of high level executives or operational personnel, I'm going to avoid finance and accounting terms as much as I can. Also will have to leave out details that to me are important but to others they may not be. Simplify, use analogies if it helps, and gauge the audience. If you're talking about something complex, and you audience seems confused, then reiterate the key points or use an example. Visuals can help sometimes.

I have done this in presentations and received good feedback.

However, I was told to give an update on specific issues, just only the results. I knew the results were fabricated. I gave the one to two line update, which was fine and what they were looking for. Then further, I talked about the areas of significant fabrication or concerns and further provided reasons why I don't agree with the results. In the end, I was told by them this is not what they were looking for, and only wanted the results. Then during performance review, my communication skills were considered an issue.