Uncertainty becomes easier to understand when it is tied to the decision. Explain what could change the result, how large that effect might be, and what evidence would reduce the uncertainty.
Use ranges, scenarios, and plain language where they are more useful than a single precise-looking number. State which assumptions are strong, weak, or still untested.
Close with an action. A recommendation can be useful even when the evidence is incomplete if the next step is proportionate, reversible, and designed to teach the team more.