You refer to the audience as "senior management," but then you have framed this entire discussion around you -- the enlightened one -- trying to "teach" the bumbling, ignorant executives while tiptoeing around their childlike attention spans. A quick look at your pay grade should reveal the exact opposite. You each have a specialty, but /yours/ is the narrower mindset with the smaller impact on the organization. And they may be bored by technical details, but when it comes to the operational and strategic details that drive the day-to-day success or failure of your company, /your/ attention span is the childlike one. Want to see a bunch of snoozing engineers? Put them in a training session about how to extract more money from customers. :-)
In order to be truly successful with your goal here, you need to step out of your world of IT and let your audience teach you something. What were they doing before they came to the class? What are the problems facing the company right now? Why are they requesting the training? If there is an optimal outcome -- publicly congratulating you and asking to do a follow-up training -- what would that look like? (In other words, what was a similar past event that everyone remembers as being a great success?) Sometimes these questions have hidden answers, like people not wanting to be made to feel stupid, or wanting to learn a few simple tricks that will impress others, or merely needing to fulfill a mandate from higher up with the least effort heheh. To be really successful, you need to give them exactly what they want, not what you think they need.
You can ask these questions directly at the start of your session, but a better approach is to talk informally with some key people beforehand. Show them the material you plan to present, and ask for suggestions and feedback. Make them feel like you will implement their advice, so they have a personal interest in the outcome of your event. Technology is absolutely not the point of IT, don't let the conversation dwell on that. Instead, ask about the bigger picture, and try to understand the human perspective and reward mechanisms.
Above all, recognize that you have a blind spot that is twice as large as any executive's blind spot for technology. Accept it, develop some techniques to help yourself work around it, and you will find yourself light years ahead of your IT peers.