Skip to content Anchored on PERFORM, the framework within the COMPOSE Sales Model® that designs the commercial function from the market back, rather than from the org chart out.
… we have been on the receiving end of those lovely slides. Our approach is to build something you can implement and execute.
Most go-to-market work stops at the slides that someone created, and then becomes an operational plan that sales operations and finance have to develop.
You usually get great insights on market size, a segment map, a segmentation model, a growth target and a set of priorities, all in a beautiful 500-page slide deck. What rarely follows is the hard part: actually being able to implement it. Designing functions, recutting territories, resetting quota and capacity, redrawing roles, creating job families, setting the incentive plan, making sure it is costed and can be done, aligning processes, data and systems, and rebuilding the interlock with product and marketing.
So the strategy says net-new logo, more cross-sell, more enterprise deals, while the comp plan pays volume and the field does exactly what it is paid to do. We take the strategy through to the operating model and the organisation, because that is the layer that decides whether any of it happens.
You come out with a plan, a structure and the arithmetic underneath both.
Strategy through to structure. Coverage, quota, roles and the org chart are part of the work, not the next project.
Built bottom up. Sizing and capacity come from account-level data, so the model can carry a number.
Interlocked by design. Product, marketing, partners and sales planned on one calendar against one target.
Build and transition, not run. We design it, land it and hand it to your leaders.
Eight focus areas, designed with your leadership team.
This is not a workshop and it is not a recommendation deck. It is design work, run in your business, using your data and your people, following a sequence we have refined across two decades of doing exactly this.
It works the decisions a leadership team actually has to make. How big the market really is. What you are prepared to invest. Where to play and where to hunt. What the priorities are and what growth you are chasing against them. What you can afford to do, and what you cannot afford not to. And what operational infrastructure has to exist for any of those bets to pay.
Your bets, made with evidence, and a structure designed to carry them.
Why it matters
of B2B leaders missed their growth target last year, up from 32% the year before. Confidence is not the problem.
say they have a clearly differentiated value proposition that everyone understands. Most strategies never get that far.
faster revenue growth for the businesses that do have one, and can point to where it lands in the market.
the go-to-market productivity gain available from a properly designed commercial model.
Source: Bain & Company, 2026 B2B Growth Agenda, a survey of more than 1,100 senior executives across 18 industries, and Bain commercial productivity research.
Eight focus areas, run in design order.
Size the opportunity. Decide how you sell. Choose your routes to market. Set your focus. Design the structure. Set the rhythm. Measure what matters. Which of the eight go deep depends on what the business already has.
Market sizing and opportunity
Total, serviceable and obtainable market, built bottom up from account level reality rather than an analyst headline. Where the revenue sits by segment, geography, product and buying centre. What is winnable inside the plan period and what is a three year play. Sized so it can carry quota, not just a board slide.
Segmentation, ICP and target account strategy
Segments defined by buying behaviour, deal economics and value potential, not employee count. The ideal customer profile with the qualifying evidence behind it. Named account tiers, the coverage each tier justifies, and the accounts to stop spending capacity on. This is the input that makes every downstream decision cheaper.
Growth strategy and revenue mix
Where next year’s number actually comes from. New logo against expansion, land and expand economics, cross sell and attach, retention and net revenue retention, and price against volume. New market entry and acquisition integration where they apply. The mix is stated explicitly, because it determines coverage, role design and comp before anything else does.
Routes to market and partner strategy
Direct, inside, field, partner, distribution, marketplace and product led, assessed on cost to acquire and cost to serve by segment. Where each route wins and where routes collide. Partner and ecosystem economics, rules of engagement, deal registration, channel conflict resolution and the coverage map showing who owns what. The answer is usually a mix, and the value is in the boundaries.
Operating model design
How the revenue engine runs as a business. Which decisions sit where, the governance and planning cadence that hold it together, the annual planning cycle, and the handoffs between marketing, sales, partners, customer success, revenue operations and product. Written so people can tell the difference between owning a decision and being consulted on one.
Coverage, capacity and quota model
The arithmetic behind the plan. Coverage ratios by segment, quota setting and capacity build, territory and account carve, ramp curves, attrition assumptions, productivity per head and pipeline coverage requirements. Quota and territory are designed together, then handed to your reward specialists with the interlock defined. We do not design incentive plans. We make sure the model underneath one is sound.
Organisation, job families and role architecture
Structure, spans and layers across sales, pre sales, inside, partner, customer success, revenue operations and enablement. Role definitions with clear outcomes, decision rights and boundaries. Job families and levels for the commercial organisation, with the competency, hiring profile and progression model underneath. Career paths people can see, and a levelling structure the compensation framework can sit on.
Interlock with product, marketing and the wider business
The connective layer, and the one most teams skip. Product strategy translated into a sales motion. Demand plan and sales capacity planned against the same target with the same pipeline coverage maths. Launch, pricing, packaging and messaging agreed in one sequence. Finance, legal, revenue operations and delivery aligned to the same planning calendar. One story, told once, heard once.
Four phases, with your leadership in the room throughout.
Nothing is presented at the end that has not been worked through together. We align to your commercial planning cycle, starting early to define the future state through robust analysis on the ground with you. We then work this through with you and the leadership in focused sessions that build your future.
Establish
The target, the constraints and the appetite to invest. What is already decided and what is genuinely open.
Size and segment
Market potential built bottom up, segments defined by behaviour and economics, and the revenue mix stated explicitly.
Design
Routes, coverage, capacity, quota and structure, built together so the arithmetic holds across all of them.
Land
Roles named, owners agreed, the rhythm set, and the plan handed to the leaders who will run it.
Led personally throughout. Specialists join where depth is needed, but the person who designs it is the person still there when it goes live.
Compose Sales Partners™ in practice
Global go-to-market strategy and operating model
Multinational B2B business, three regions.
The challenge
A multinational B2B business needed to reset enterprise go-to-market following years of inorganic growth. Coverage was inconsistent across regions, segmentation lacked discipline, the operating model was federated by accident rather than design, and the data beneath the commercial engine had visibility gaps that made forecast and planning untrustworthy.
What was done
A structured capability assessment across the commercial organisation, followed by a visioning period with the CRO and sales leadership. From there into defining and implementing the full go-to-market strategy and the sales operating model to support it: market sizing, segmentation, coverage, deployment model, organisation design, new and standardised job families, account tiering and rhythm of business, alongside the end-to-end sales planning cycle including budget, investment and board alignment.
All of it then built into the core systems and revised processes, so data and reporting became the backbone for running the sales organisation and driving pipeline, opportunity and forecast discipline.
The outcome
Consistent double-digit growth, from an operating model that continues to hold.
Material improvement in coverage quality, segmentation discipline, forecast accuracy and pipeline coverage and performance. Operating model and rhythm of business embedded across all three regions.
A plan, a structure and the maths behind both.
Not a recommendation deck and a set of next steps. Four things you can take into a board meeting, hand to a leadership team, and start running against.
A go-to-market plan the board can stand behind
Sized bottom up, with the assumptions visible and the case defensible line by line rather than summarised.
An operating model built to carry it
Coverage, routes and structure designed together, so the plan lands on something capable of delivering it rather than on the org chart that already exists.
The arithmetic underneath the number
Quota, capacity, territory and ramp, stress tested against real hiring and real attrition rather than an ideal headcount.
A structure with named owners
Roles, spans and decision rights, agreed by the leaders who will own them rather than presented to them at the end.
A strategy is one part of a commercial function.
Strategy sets the direction. These are the parts that carry it, and the ones most likely to be doing the constraining if the number is not moving.
Organisation and people
Structure, spans, roles and job families. Who does what, who decides what, and what good looks like in each seat.
Explore ›Plays and pipeline
Turns the strategy into what sellers actually say, and into pipeline that arrives on purpose rather than by hope.
Explore ›Process and platforms
The sales process, the CRM architecture and the data underneath both. What makes the new model executable.
Explore ›Learning and academy
Onboarding, ramp, competency and certification. The capability a new coverage model depends on to work.
Explore ›Analytics and insight
Reporting that predicts rather than describes. Coverage, conversion and productivity measured against the model as designed.
Explore ›Commercial rhythm
The planning cycle, forecast discipline and inspection cadence that hold the model together once the deck is closed.
Explore ›
Managing Partner
Growth plans rarely fail because the strategy was wrong. They fail because the operating model underneath was never built to carry it: the coverage, the routes to market, and an organisation where roles are clear and every part is designed to work as one unit rather than as adjacent teams handing work over. PERFORM works on that layer, so the strategy has something capable of delivering it.
It starts with a conversation about the target, the structure you have and the gap between the two.
A practitioner-led sales transformation practice anchored on the COMPOSE Sales Model®.
Copyright © Compose Sales Partners™ Limited. COMPOSE Sales Partners™, the Compose Sales Partners™ logos, COMPOSE Sales Model is a trademark and service mark of COMPOSE Sales Partners™ Limited. PERFORM, PACE, and RISE are proprietary frameworks of COMPOSE Sales Partners™. Other brands and product names are the trademarks of their respective companies.
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