For starters, your product strategy and roadmap should align to a higher goal - typically the company's strategy and objectives.
You can win a lot of buy-in by simply being clear on how your strategy/roadmap aligns and directly contributes to achieving the execs' goals - you succeed by helping them succeed.
However, if you're still having issues generating buy-in or operate in a company where there is not a huge amount of alignment at the top you might need to tailor your approach depending on the executive/stakeholder.
For this my #1 stakeholder management trick is to approach it the same way we approach our customers - start by identifying problems to solve.
The question I would search for an answer to is "what keeps your execs up at night?"
By understanding the challenges/pain points/concerns/fears of your stakeholders you can better position your strategy, roadmap or anything for that matter with solving their biggest problems. Again, you succeed by helping them succeed.
Further tailoring your approach to different stakeholders can help create mutual buy-in and alignment with your strategy/roadmap/etc before coming together as a collective. If each exec have a tailored view of the benefits your strategy brings to them they're likely to remain in mutual agreeance when it comes the time to discuss as a collective.
This means you've got to do the leg work behind the scenes, amazing people at presenting and influencing don't magically walk into a room and convince people - much has been done behind the scenes through understanding their audience better, what their individual drivers and concerns are - much of which is done through 1:1 and debating as smaller groups beforehand.