You have the same problem that a number of my coworkers have had: there comes a point where someone is so bad at explaining themselves that you can’t tell if they have a really brilliant idea, or if they are so used to complecting things that they’ve taken something straightforward and wrapped it up in a baroque package.

Sometimes such people succeed anyway, but typically when they find themselves surrounded with people suffering from Impostor Syndrome. Which is to say, people who think, “this is to complex for me, I must be too dumb” and not, “this is to complex for me, it must be too dumb”

The problem with most really exceptional ideas is that, once said out loud, they sound completely obvious to most everyone else. If they come out early in a design process, people think you haven’t contributed much at all. They only see the value if the suggestions come after a plan has already started to wind itself around the axles. At which point the people suffering from Sunk Cost may push back because we worked so hard to solve this problem the hard way we’d feel foolish going back now.

If you want people to understand what you’re saying, do the work. Maybe try reading some Feynman. Stop using contractions in your examples. Use bigger charts, and use charting types people in industry actually use, instead of inventing your own. Pull out a thesaurus and find more accurate words (but still at an 5-8th grade reading level). Software made of complicated ideas doesn’t scale on the human side. Because eventually you’re staring at fifty “simple” ideas that interact in very complex patterns. If the ideas start out more complex than necessary, you run out of runway (similarly if you try to dumb everything down with “All Xs are Ys” absolutism you end up with a hundred ideas instead of fifty, and did by the same sword).

As simple as possible, but no simpler. And if you can’t explain your ideas to college freshman, you don’t understand the domain as well as you think you do.