Apprenticeship route
Level 4 Sales Executive Apprenticeship
For employed learners developing the ability to lead end-to-end sales interactions, grow accounts and win new business in customer-facing commercial roles.
Established apprenticeship support
A practical route needs a credible delivery partner
Compare the programme first, then use our specialists to check the role, workplace evidence and funding position before enrolment.
At a glance
Overview
Build practical sales capability for employed learners developing in customer-facing, account growth and business development roles.
Start with the role
Who this apprenticeship is for
Learners
Who it is for
Suitable for Sales Executives, Business Development Executives, Account Managers, Sales Development Representatives, Customer Account Executives and similar commercial roles.
Learner value
Learners gain structured support to build confidence, customer conversation skill, commercial discipline and recognised workplace evidence.
What the learner develops
Prospecting, needs analysis, proposal development, negotiation, CRM discipline, account growth, commercial confidence and professional behaviours.
- Prospecting and pipeline discipline
- Customer conversations
- Needs analysis
- Proposal and negotiation
- Account growth
- CRM and sales process
- Commercial confidence
- Professional behaviours
Employers
Employer value
Use this route to improve pipeline discipline, conversation quality, account growth and consistent sales behaviours across new or existing team members.
What the employer contributes
A successful programme connects structured learning to meaningful workplace responsibility. Before enrolment, we help confirm that the role, available activity and internal support will give the learner a realistic opportunity to apply and evidence their development.
- A suitable employed role with relevant responsibilities
- Practical opportunities to apply learning at work
- A named manager who supports progress and feedback
- Access to projects, evidence and appropriate stakeholders
- Time for learning, reviews and required assessment activity
- Early action when progress or workplace opportunities need support
Compare your options
This apprenticeship may not be right for you
If the role, employment status, funding rules or required workplace evidence do not fit, the equivalent professional qualification may provide a more flexible route.
Apprenticeship consultation
Check the role, learner and funding position with a specialist.
Use a short consultation meeting to confirm whether this apprenticeship fits the workplace role and agree the most useful next step.
Meet your tutors
Learn from industry experts
Our course delivery team bring practical workplace insight, structured guidance, and supportive feedback to every stage of learning.
Christopher Journeaux
Trainer and Learner Support
Diane Earles
Head of Customer Experience
Fahad Malik
Marketing Executive
Jess Turnbull
Business Administrator
John Finlay
Tutor and Mentor
Mandy Mercer
Qualifications Consultant
Margaret Hyde
Trainer and Learner Support
Martin Hutchins
CEO
Nat Milner
Accounts and Office Administrator
Nic Miles
Course Coordinator
Phil Knowles
Head of Learning
Sally Steadman
Trainer and Mentor
Stuart Parton
Tutor and Mentor
A structured route
How learning and support work together
The programme combines planned development, practical workplace application and regular human support so progress remains visible and purposeful.
Planned development
Programme structure
Programmes combine scheduled learning, applied workplace tasks, regular reviews, portfolio-building and staged preparation for completion requirements.
Learning is sequenced around the requirements of the product and the opportunities available in the learner's role. Activities build towards confident application rather than isolated completion.
- Scheduled workshops and guided learning activity
- Workplace tasks connected to real responsibilities
- Evidence gathered progressively throughout the programme
- Milestones that make priorities and next steps clear
- Preparation integrated before final assessment
People-first support
Delivery and support model
Professional Academy combines trainer support, mentoring, employer guidance and technology-supported visibility so learners and line managers can see progress clearly.
Support connects the learner, their employer and Professional Academy. Regular conversations identify progress, unblock workplace challenges and keep development aligned with the role.
- Expert teaching and guidance from experienced practitioners
- Named support between scheduled learning activities
- Regular progress reviews with the learner and employer
- Feedback on application, evidence and assessment readiness
- Clear escalation when additional support is needed
From suitability to achievement
The apprenticeship journey
Use this summary to understand how suitability, planning, learning and assessment fit together.
- Stage 01
Check suitability
Confirm that the product, employed role, eligibility and available workplace activity create the right starting point.
- Stage 02
Plan the programme
Recognise prior learning, agree responsibilities and establish a practical training plan with clear milestones.
- Stage 03
Learn and apply
Combine guided learning with workplace activity, feedback, evidence and regular progress reviews.
- Stage 04
Prepare for assessment
Confirm gateway readiness, organise the required evidence and prepare confidently for independent end-point assessment.
Expert support, applied learning
How we mentor and support you
A blend of expert conversation, structured resources and applied workplace activity keeps learning practical, personal and connected to the progress you want to make.
Expert-led workshops
Learn with practising professionals
Live workshops turn theory into practical decisions. They are led by practising professionals who have held senior positions in their discipline and bring multi-sector experience, so discussion is grounded in the realities of your role.
Personal mentoring
Guidance from people who have done the role
Your mentor is a practising professional with senior leadership experience across sectors. They help you interpret feedback, overcome workplace challenges and turn learning into confident action.
On-demand e-learning
Build confidence between live sessions
Structured digital learning lets you prepare, revisit key concepts and progress at a pace that works alongside your role. Resources make every workshop and workplace conversation more useful.
Applied assignments
Show what you can do at work
Assignments connect learning to real responsibilities, giving you a clear way to practise, reflect and build credible evidence of progress. Expert guidance helps turn live work into meaningful development.
Presentations and feedback
Communicate your thinking with confidence
Presentations give you a supported space to articulate recommendations, explain decisions and respond to professional questions. Constructive feedback builds confidence before you use these skills with stakeholders.
English apprenticeships only
Understand apprenticeship funding
Funding and eligibility depend on employer type, learner circumstances, role suitability, start date and current English apprenticeship rules.
Assessment and progression
From gateway to apprenticeship achievement
Gateway and end-point assessment apply under current apprenticeship rules, with preparation linked to workplace evidence and employer review.
- Stage 01
Gateway
Confirm readiness for final assessment.
- Stage 02
End-point assessment
Complete the applicable independent assessment methods.
- Stage 03
Completion
Achieve the apprenticeship and plan progression.
The Level 4 Sales Executive apprenticeship at Professional Academy comprises 13 months of study plus 4 months of end-point assessment (EPA). The assessment stage follows gateway and assesses the knowledge, skills and behaviours in ST0572 Sales Executive, version 1.1.
Assessment methods
- Work-based project: the apprentice completes a project that demonstrates occupational competence in a real sales context.
- Presentation with questions and answers: the presentation includes a sales pitch and follow-up questioning by the independent assessor.
- Professional discussion supported by a portfolio: this includes a structured question-and-answer session and an exploratory discussion using workplace evidence.
All assessment requirements are independently assessed and combined to determine the overall apprenticeship result.
Assessment plan: Skills England, ST0572 version 1.1. Requirements should be confirmed against the version applying to the learner's start date.
Study support you will receive
You are never developing alone
Hear how learners experience the people, resources and guidance around their development.
Apprenticeship standard
Knowledge, skills and behaviours
These statements are loaded directly from the Dataverse apprenticeship standard record for ST0572.
Expand each section to view all of the learning outcomes.
Knowledge13 statements
| Ref | Statement |
|---|---|
| K1.2 | Know how to analyse your organisation’s sales and marketing strategies and objectives and translate them into plans and actions for your role. |
| K1.1 | Understand your organisation’s vision, values and capabilities, the principle goals of its overall strategy, and the specific objectives of its marketing and sales strategies. |
| K2.1 | Identify the features and advantages of the product(s) and/or services(s) you sell, understand how these meet customer needs, and examine how they compare to competitor’s solutions. |
| K2.2 | Understand the nature of your sector and the likely forthcoming changes to it |
| K2.3 | Understand the legal, regulatory and ethical frameworks relating to your sector and role |
| K3.1 | Understand how your market is segmented and how to target specific segments through effective product or service positioning. |
| K4.1 | Know how to analyse the macro and micro environment of individual customers |
| K4.2 | Understand the challenges and purchasing motivations of your customers and the internal and external factors that impact their purchasing decisions |
| K4.3 | Understand expectations of what constitutes a high-quality customer experience |
| K5.1 | Understand the principles of finance for sales, such as profit and loss, return on investment and budgeting |
| K5.2 | Appreciate the impacts of different types of costs on the business and the drivers of profitable performance |
| K5.3 | Understand the impact of any discount or variation in terms that you may offer |
| K6.1 | Understands how to exploit digital technologies to aid the sales cycle |
Skills29 statements
| Ref | Statement |
|---|---|
| S1.1 | Set effective targets using sales forecasts |
| S1.3 | Formulate or refine customer plans and objectives |
| S1.4 | Create efficient territory plans where appropriate |
| S1.2 | Prioritise customers and activities to grow account value and maximise return-on-investment in line with your organisation’s strategy |
| S2.2 | Develop a customer engagement style that effectively opens sales conversations, builds rapport, enhances customer relationships, and adapts to different customer’s social preferences |
| S2.1 | Effectively communicate and interpret customer information exchanged through written, verbal and non-verbal communication |
| S3.1 | Be highly skilled at effective questioning and active listening techniques to understand the customer’s needs, guide the sales conversation appropriately, create mutual understanding, and build trust and affinity with customers. |
| S4.1 | Develop sales proposals and deliver them using a presentation style and technique appropriate for your customer |
| S4.2 | Present relevant products and/or services, explain features and their advantages, and clearly articulate the value and benefit of the solution for the specific customer |
| S4.3 | Use and adapt a range of techniques to draw-out and overcome common sales objections |
| S5.1 | Research the customer’s likely desired outcomes and negotiating stance |
| S5.2 | Develop responses to likely objections |
| S5.3 | Identify your own organisation’s needs, such as minimum price and acceptable terms |
| S5.4 | Negotiate or trade variables effectively |
| S6.1 | Be attuned to verbal and non-verbal buying-signals and move to close at an appropriate point in sales conversations |
| S6.2 | Develop ethical techniques to close sales and confirm customers’ purchase agreement |
| S7.1 | Collect, analyse and interpret market intelligence and share it appropriately and effectively within your organisation |
| S8.1 | Use and adapt appropriate tools and techniques to prioritise and manage your time effectively |
| S9.3 | Manage communications with the cross-functional team in relation to the effective delivery of your sales, such as finance and service delivery |
| S9.1 | Contribute effectively within a team environment |
| S9.2 | Work collaboratively with both internal and external stakeholders |
| S9.4 | Support continual business improvement by sharing best practice with sales team colleagues and assist the marketing team to develop new marketing collateral |
| S10.1 | Deliver a positive customer experience |
| S10.3 | Take proactive action to prevent and minimise customer concerns and complaints |
| S10.4 | Handle all customer interactions professionally to the customer’s satisfaction |
| S10.2 | Manage customer enquiries and issues effectively |
| S11.2 | Able to deliver presentations and meetings using digital communication |
| S11.3 | Complete accurate records and process sales in accordance with your organisation’s policies, procedures and digital CRM systems |
| S11.1 | Effectively use digital tools to conduct research and target customers in line with the overall sales strategy |
Compare with adjacent development options
Use these links to compare adjacent routes, move back up to the parent pathway page and connect this programme to wider apprenticeship support content.
Compare all related apprenticeship routes
Move back to the parent pathway page to compare route fit, progression and next-step guidance across the wider family.
Compare with sales qualifications
Check whether a recognised sales qualification or apprenticeship is the stronger fit for the learner and the commercial objective.
Plan funding and implementation
Explore funding, learner support, employer guidance and the wider apprenticeship journey before you commit to the route.
Free programme guide
Request the apprenticeship brochure
Take away the programme information and review it with the people involved in the decision.
Related routes and useful links
Use the parent discipline page and support pages to compare adjacent options, understand funding and plan the wider apprenticeship journey.
Sales qualifications
Develop practical sales knowledge through recognised professional qualifications and flexible study routes.
Apprenticeship funding
Understand apprenticeship funding, eligibility and the practical steps before enrolment.
Apprenticeships for organisations
See how organisations can develop capability through role-led, workplace-based apprenticeships.
Support that helps apprenticeships succeed in practice
Professional Academy combines experienced trainers, people-first support, line manager guidance and structured learner visibility.
Continual reviews keep learners moving
Regular checkpoints help employers, learners and trainers spot drift early, keep evidence on track and maintain momentum towards timely completion.
Named trainers and advisers stay close to the programme
Support is led by experienced people who understand workplace delivery, learner confidence and the practical decisions employers need to make.
Planning is shaped around timely, high-quality completion
We structure delivery, review cadence and intervention around sustained progress, strong gateway readiness and the conditions that support higher achievement.
Development stays tied to live work, not abstract theory
Learners build evidence through real campaigns, customers, service activity or operational work so the apprenticeship creates value while capability grows.
Frequently asked questions
Frequently asked questions
Who is this apprenticeship designed for?
The Level 4 Sales Executive apprenticeship is for employed learners in sales, business development or account management roles. Their work must provide opportunities to identify customer needs, present solutions, negotiate and develop customer relationships. Compare the sales apprenticeship routes.
Which sales roles are suitable for this Level 4 apprenticeship?
Relevant roles can include Sales Executive, Business Development Executive, Account Manager, Sales Development Representative and Customer Account Executive. Actual responsibilities matter more than the job title: the role must allow the learner to develop and demonstrate the standard's sales skills. Explore sales apprenticeships and discuss role suitability before enrolment.
Can an existing employee take the Sales Executive apprenticeship?
Yes, an existing employee can be considered where the programme develops substantive new skills and their role, prior learning and funding eligibility are suitable. It is not restricted to new recruits. See apprenticeships for organisations to plan employee development.
Do I need a sales job before starting?
You need a suitable employed role and an employer able to support the apprenticeship. The role must provide the sales activity required for learning and assessment. If you do not have that role, explore professional sales qualifications as an alternative development route.
Is this suitable for business-to-business and business-to-consumer sales?
The Sales Executive standard covers sales of products or services in business-to-business and business-to-consumer markets. Suitability depends on the sales responsibilities and opportunities to demonstrate the required skills, rather than the sector alone. Compare the sales apprenticeship options.
How long does the apprenticeship take?
Professional Academy's Level 4 Sales Executive apprenticeship comprises 13 months of study plus 4 months of end-point assessment (EPA): 17 months in total. The assessment stage follows gateway. Read about the apprenticeship journey.
How is the apprenticeship funded?
Funding depends on the employer, learner eligibility, prior learning and the rules applying to the start date. Levy funds or government co-investment may support eligible training and assessment. The ST0572 maximum funding band is £6,000; it is not a cash payment to the learner. See apprenticeship funding and employer contributions.
What does the employer need to provide?
The employer needs to provide a suitable sales role, time for required learning and assessment, relevant workplace opportunities and a manager who supports progress reviews. Activities may include customer conversations, proposals, negotiation and account development where appropriate to the role. Read the employer apprenticeship guidance.
What support will the learner receive?
Learners receive workshops, coaching, progress reviews and support with workplace evidence. Employers take part in reviews so that learning can be applied to sales responsibilities. Learn about apprenticeship support for learners.
How is progress assessed?
Progress is reviewed through learning activities and workplace evidence during the 13-month study period. After gateway, the 4-month EPA stage includes a work-based project, a presentation with questions and answers, and a professional discussion supported by a portfolio. See the learning and assessment journey.
What is the difference between this apprenticeship and an ISP Level 4 qualification?
The apprenticeship combines development in an employed sales role with workplace evidence and independent end-point assessment. A professional qualification follows its own syllabus and assessment arrangements and does not automatically include an apprenticeship or its funding. Compare the ISP Level 4 qualification before choosing a route.
What if this apprenticeship is not the right fit?
An apprenticeship requires a suitable employed role, employer support and eligibility for the programme. If those requirements do not fit, compare the ISP Level 4 sales qualification or discuss sales team training. These are different routes with different funding and assessment arrangements.
Explore your options
Consider the right route for sales capability
If you want to compare qualification-based study, explore ISP Level 4 sales qualifications. Employers developing several salespeople can also review sales team training alongside an apprenticeship approach. Discuss the role and learning needs before choosing between routes.
Further Resources
Additional Information
Next step
Ready to discuss the right sales apprenticeship route?
Talk to us about the learner, the sales role and the commercial outcome you want to support so we can help you confirm fit, funding and the most suitable next step.
