You know, I've never understood this line of argument. The way I see it, the client is either clever enough to see technology really is not important to the problem at hand or too dumb to realize it is. If the former, you'd be guilty of overengineering and missing your client's objective (by being too costly, too complicated, etc). If the latter, why would you care to explain and "do the right thing" (the client will not pay for things he doesn't know are important)?
There are many technical people who feel underappreciated by their clients or management peers. I think the only solution is to find out if the wizardry really is needed in the first place; if it's not, do the minimum (if you accept at all); if it is, then let the bozo fail and either compete (you know something they don't) or leave for a better client/customer/mgmt. Will pay better and you get to keep your sanity and pride.
Too often developers do what we see as 'right' technically, which is not necessarily 'right' for the client / project. It's not something to be 'guilty' of, just something to be aware of. Although there is a balance - I've often fought for things and had them save the client's ass later.
And as for explaining why something is important - because the client should have an appreciation for why they hired _you_, not someone else.
Technology doesn't pay the bills. Clean code, good architecture, solid frameworks - they count far, far less than you wish they did. As developers, we're systems oriented, looking for the ideal approach, the 'right' way. 90% of clients are more worried about the right shade of cornflower blue. Don't lose your idealism about making use of the right tech stack, and where pragmatic, don't miss an opportunity to explain why it's important.
But don't make the mistake of thinking that's what counts for clients. There will be exceptions, but generally the guy with the purse strings isn't technical, and is in no position to appraise your use of tech.
You need to practice business as much as you plan to demonstrate technical competence. Negotiation, selling, conflict resolution (it'll happen), knowing when to walk away (that too) and probably the hardest thing - embracing risk. Many chant the 'fail fast' mantra, but I'd rather point out that our caveman brains are badly suited to accepting that risk is vital. Cold calling is terrifying, as is naming a price, telling a client they're wrong, and so many parts of simply staying alive.
Otherwise, go make some luck.