We work with B2B sales organisations and with everyone who decides whether a change sticks. That means the leader who funds it, the operations team who runs it, the managers who live with it on Monday and the finance team waiting to see the return.
How to set up the organisation for growth and create a high-performance culture.
How to create the infrastructure and backbone that drives execution.
How to build a strategic enablement function that is close to sales every day.
Building momentum, pipeline and deals that close whilst delighting customers.
Getting return on investment quickly and efficiently, and seeing true new growth.
Implementing a value creation plan that accelerates growth and returns.
Every sales transformation looks different depending on where you sit. The leadership team sees a plan and a board to answer to. Sellers see more admin in a week that is already full. Operations see another system to run, enablement inherits a problem it did not create, and finance sees a cost with no clear date for the return.
Each of them is right. The trouble starts when those views are never brought together. A programme rarely fails in a single moment. It simply loses momentum, people stop talking about it, and eighteen months later the same conversation begins again under a different name.
That is why we work with everyone involved, from the boardroom to the front line, from the very first day. Finance gets a business case it can stand behind. Operations get a model they are willing to own. Enablement gets a programme that holds up in a live quarter, and managers are coached through the first few cycles rather than briefed once and left to get on with it.
Change sticks when the people who run the function every day understand their role.
We work with large and mid-sized B2B businesses whose growth depends on a sales organisation of real size and complexity. Multiple teams, regions, channels or products, all of which have to work as one commercial engine. Some are building that engine for the first time. Others are rebuilding one that has stopped keeping up with the plan.
Federated regions, matrix reporting and one plan that has to land in every market and culture.
Growth has outpaced the structure. What worked at 50 sellers starts to break at 200, and fast.
A value creation plan with a clock on it, and a sales organisation that has to deliver it.
The founder still closes the biggest deals. That works, right up until it becomes the ceiling.
Most of our work is with B2B sales organisations in technology and software, telecoms and media, information services, and industrial and manufacturing. Pipeline, coverage, process and capability work in similar ways across all of them. What changes is the value proposition, how customers buy and the systems already in place.
Enterprise software, SaaS, industrial and engineering software, cybersecurity, IT services and resellers, selling direct, through partners or through marketplaces.
Network operators, connectivity and managed service providers, broadcasters, publishers and media owners.
Data and analytics, market research, benchmarking, risk and compliance, and subscription intelligence businesses.
Manufacturers, engineering firms, capital equipment, components, industrial technology and distribution businesses.
Those four are where we have spent most of our time, and the work travels well. Professional services, construction, logistics, financial services, healthcare suppliers and energy all run on the same commercial machinery. If you sell to other businesses through people, we can help, and the industry language is quick to pick up.
Every transformation is experienced differently depending on where you sit. Here is what the work looks like from each perspective, and what changes when it is done properly.
Build the commercial engine that delivers the number.
Most CROs get one real shot at structural change a year, with a board watching closely. We help you find where growth is genuinely capped, size what fixing it is worth and decide what to fund first, across go-to-market, coverage, operating model and capacity.
A growth plan the board believes, investment made in the right order, and a forecast you can put your name to without hedging.
You see what needs to change before anyone.
Operations usually sees the cracks first and has the least room to fix them. We bring the structure, the evidence and the executive backing to redesign process, systems, data and forecasting properly, then hand it back for your team to own and run.
One process the field follows, clean data, reporting and intelligence leaders trust, AI with solid foundations, and cadences that actually run the business.
Less admin, more time with your customers.
Change designed without the front line rarely survives a live quarter. We spend time in the field before designing anything, build for the average seller rather than the top three, and coach managers on pipeline, deals and forecasting until it sticks.
Pipeline reviews that help you win, less admin and more time with customers, and coaching that happens every week, not when the quarter allows.
Enablement aligned to priorities, and built to stick.
Enablement inherits problems that start in process, data or the operating model, then gets measured on fixing them. We separate what capability can solve from what has to change upstream, then build onboarding, academies and plays that people actually use.
Programmes tied to how the business really sells, measured on behaviour and results, and an enablement team with a seat when plans are made.
What will it cost, what will it return, and when?
Too much sales investment is approved on conviction rather than a case. We build the business case in terms finance recognises, tied to productivity, capacity and cost of sale, and we are straight with you about when the return will actually land.
A case you can defend in the boardroom, headcount linked to a real capacity model, and benefits you can trace through to the P&L, quarter by quarter.
Can this team deliver the plan you invested in?
You need to know quickly whether a portfolio company's sales organisation can deliver the plan, and what it takes if it cannot. We assess coverage, leadership, pricing and operating model, show the evidence and sequence the work so value lands in the hold period.
An early, evidence-based read on the gap, a sequenced plan the management team owns, and growth that shows up inside the hold period.
Wherever you sit, tell us what you want to change. We will be straight about whether we can help and where to start.
Compose Sales Partners
6th Floor
37 Lombard Street
London
EC3V 9BQ
Compose Sales Partners
20-22 Venture West
Greenham Business Park
Newbury
RG19 6HX
COMPOSE Sales Partners, the COMPOSE Sales Partners logo, COMPOSE Sales Model®, the COMPOSE Sales Model diagram and COMPOSE Sales Kick-Off Model are trademarks used by Compose Sales Partners Limited under licence. PERFORM, RISE and PACE are proprietary frameworks of Compose Sales Partners Limited. All other brands and product names are the trademarks of their respective owners.
