If this is an assignment there will probably be requirements for media use and the ability to interact like we would in actual workplace meetings might be limited.
In either case it's fair to expect a sharply limited understanding of what successful QA does, some preconceived notions about QA=inspection and at least a little skepticism about the value of starting a department that financial people would consider overhead.
The myths should be addressed early on; avoid jargon. Speak in plain terms that your audience can relate to. The purpose of Quality Assurance is to help make sure only good product gets to the customer, without going broke in the process. That is the essence of the quality cost bath tub curve. The successful QA Department facilitates the process of quality, which I'll define for our purposes as doing things well. The result is a widget that works properly, made in a profitable set of activities using the Work Smarter, Not Harder principle.
How is that done? You can show the bath tub curve and describe how we want to stay in the bottom part where the right amount of work = the right amount of avoiding problems. The tippy-top of the far side of the curve - the cost of getting it wrong can be described in real numbers that are easy to get, such as the costs of the lawsuits and automobile recalls in the past two years. As is often the case, the issues involved in those lawsuits and recalls were multiplied by decisions to take no action for long periods. Doing things well (or not) includes strategy. The QA Department can provide data for good decision making to maximize profits.
In the end it's always about $$$ and that's what your audience of managers will understand. Your job is to connect the dots for them in simple terms: the QA Department facilitates planning, production controls, supplier controls, customer satisfaction, doing things right the first time and effective recovery when things go wrong.
I hope this helps!
