We start with your go-to-market plan for the year, turn it into a story people can repeat, and build the event from there. Strategy first, then the story, then the room.
Sales kick-offs
It fires people up.
Energy, belief and a room that leaves wanting to go and sell. Most events manage this part.
It tells them exactly what to do next.
Clarity on the plan, the plays and the behaviour change. This is the part that usually gets missed.
Everyone has a brilliant few days, then goes home and carries on exactly as before. It happens because the strategy usually arrives last, once the venue is booked and the agenda is already full of people who wanted stage time.
We work the other way round. We start with your go-to-market plan for the year, turn it into a story people can actually repeat, and build everything else from there. Then we run the whole thing, so you are not stitching together an agency, a production crew, a design team and your own overstretched enablement function.
Strategy first, then the story, then the event.
We work the other way round. We start with your go-to-market plan for the year, turn it into a story people can actually repeat, and build everything else from there. Then we run the whole thing, so you are not stitching together an agency, a production crew, a design team and your own overstretched enablement function.
What we offer
Four parts, run as one. Strategy and story first, then everything it takes to put it in a room and make it land.
Theme and agenda
We turn your plan for the year into a theme people remember and an agenda that earns the time, the investment and the impact you want to make.
Content
Everything people see, hear and take away. Written, designed and joined up so it all says the same thing, drawing on our network of content specialists and training providers.
Production and logistics
The full build, delivered with long-standing event partners who have a track record at scale. You get one point of contact, not a supplier list.
Running it
Someone senior owning the plan, chasing the decisions and watching the money, so your team does not have to. Usually the difference between calm and chaos.
How we work with you
We work alongside whatever you already have. If you have an internal events team, we augment it. If you do not, we bring the network. You make the decisions. We take on the load.
The usual way
Five suppliers and a spreadsheet.
An agency for the creative
A production crew for the room
A design team for the slides
A venue running its own process
Your enablement team holding it together
Five briefs, five timelines, five versions of the story. Somebody internal ends up doing the joining up, usually the person who can least afford the time.
With Compose Sales Partners™
You make the decisions. We carry the rest.
We run the programme management with you
We design the strategy and agenda with you
We augment your team, never replace it
We connect sales, marketing and comms
We build the content and storyboard the flow
We shape the event structure and logistics plan
We brief and hold the partner network
We do the coordinating and the chasing
Behind us sits a network of dedicated partners across production, logistics, AV, creative and content. We bring them to the table as one, so you get the best of each without managing any of them.
All contracted, all insured, all held to the same standards on health and safety, accessibility and sustainability.
Scale
Ten years of sales kick-offs and commercial events, across three regions, thirty venues and budgets north of seven million.
Multi-venue, multi-market, main stage and breakouts, hundreds of presentations built and rehearsed. The kind of event where the running order changes at nine the night before and it still lands.
What does not change with size is how it is held together. One plan, one budget, one accountable lead. The specialists scale, the coordination stays in one pair of hands.
The event gets bigger. The number of people you have to chase does not.
Starting from scratch, or looking at last year’s feedback and wondering why nothing changed, or you have the logistics sorted and need someone to sort out the substance. Either way, start with a call.
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The challenge
An award-winning commercial enablement function had to be designed and built from the ground up, covering plays, academy, content, engagement, and the platform that runs them. The bar was set high. It had to be measurable, evidenced, and connected to revenue outcomes, not a content library.
What was done
· Designed and led the full commercial enablement function as the accountable VP. Owned the operating model and all four Centres of Excellence (Plays and Pipeline Creation, Academy, Content, Engagement).
· Built the three-tier sales play system from Anchor Value Story through Core Value Propositions to Tactical Plays, with bill of materials and activation.
· Built the Pipeline Creation engine. Cadenced prospecting, marketing-sales-product-inside-sales interlock, pipeline coverage as the managed outcome.
· Built the Academy across Foundations (Ready to Sell), Skills by role, and the Leadership Academy with a proprietary hiring framework.
· Architected the content discipline (hero/L1/L2/L3 tiering, governance, decay management).
· Selected and led implementation of the enablement platform. Designed the engagement model (manager rhythms, deal coaching, flagship events) with a single voice across all of it.
Outcome
Internal Innovation Award for the function and approach. Pipeline coverage uplift of 1.7x to 3.2x off a €6.5 million sales kick-off event spanning 1,650 people. Material improvement in onboarding-to-productivity time. Play adoption and content engagement evidenced at function level. A manager layer enabled to coach deals rather than chase forecasts.

The challenge
The corporate sales function needed a new strategy and a partner programme designed to extend reach into segments the direct organisation could not cover economically. The existing partner motion was disconnected from the direct go-to-market, with overlapping accounts, unclear economics, and inconsistent value propositions.
What was done
· Designed the corporate sales strategy. Segmentation, coverage, channel mix.
· Designed and operationalised the partner programme. Tiering, enablement, deal registration, partner business plans, economics.
· Aligned partner and direct motions to remove conflict and create complementary coverage.
· Led the rhythm of business and reporting that gave leadership confidence in partner-sourced and partner-influenced revenue.
Outcome
Coherent partner programme operating in market with clear economics. Partner-sourced and partner-influenced revenue evidenced through structured reporting. Direct and indirect motions complementary rather than competing.

The challenge
Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
What was done
· Designed the unified commercial operating model post-merger. Segmentation, coverage, organisation design, role architecture, decision rights, governance.
· Designed the unified enablement function using the PACE framework. Single plays system, single Academy, single content discipline, single engagement model.
· Led the lead-to-cash process rationalisation and the supporting architecture decisions.
· Built the rhythm of business and forecast discipline that gave the combined organisation a single source of truth.
· Mobilised the cultural integration alongside the structural one. Recognition, communications, manager activation.
Outcome
Combined commercial organisation operating as one inside the integration window. Orders growth of +2.4 percent representing $6.7 million across more than 2,000 sellers. Sellers operating on a single set of plays, content, and processes across the combined business. Internal Transformation Award.

The challenge
Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
What was done
· Designed the unified commercial operating model post-merger. Segmentation, coverage, organisation design, role architecture, decision rights, governance.
· Designed the unified enablement function using the PACE framework. Single plays system, single Academy, single content discipline, single engagement model.
· Led the lead-to-cash process rationalisation and the supporting architecture decisions.
· Built the rhythm of business and forecast discipline that gave the combined organisation a single source of truth.
· Mobilised the cultural integration alongside the structural one. Recognition, communications, manager activation.
Outcome
Combined commercial organisation operating as one inside the integration window. Orders growth of +2.4 percent representing $6.7 million across more than 2,000 sellers. Sellers operating on a single set of plays, content, and processes across the combined business. Internal Transformation Award.

The challenge
A multinational B2B business needed to reset enterprise GTM 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 architecture beneath the commercial engine had visibility gaps that made forecast and planning untrustworthy.
What was done
· Ran a structured organisational capability assessment across the commercial organisation. The forerunner of the COMPOSE Sales Model Diagnostic™.
· Designed the enterprise GTM strategy and the operating model that supported it. Segmentation, coverage, account tiering, rhythm of business.
· Architected the data and reporting backbone for executive visibility and forecast discipline.
· Led the cross-functional alignment between sales, marketing, product, and finance behind a single plan.
· Mobilised the change across regions, respecting local market nuance while holding a consistent global standard.
Outcome
Revenue scope of £800 million to £1.2 billion across post-merger commercial integration. Material improvement in coverage quality, segmentation discipline, forecast accuracy, and pipeline coverage. Operating model and rhythm of business embedded across all three regions.