PERFORM | RISE | PACE
Compose Sales Partners™ is a practitioner-led sales transformation practice, built on two decades of senior commercial leadership across global consultancies, technology, telecommunications, software and information businesses. The mission is unchanged from day one: give organisations the operating foundations that lasting sales growth depends on.
We work with organisations whose commercial ambition has moved ahead of their sales operating model and infrastructure. That means go-to-market design, sales operating model definition, sales process redesign, sales enablement and pipeline programmes, and the execution rhythm that holds all of it together.
Everything runs through the COMPOSE Sales Model®: six core transformation pillars, three delivery frameworks and a sales diagnostic that separates the problem you have from the one you think you have.
We diagnose, we design, we build alongside your team, and then we hand it over working.
That is not a failure of execution. It is what happens when a technology project gets called a transformation. Nothing touched the thing that was actually broken, because sales performance is not one problem. It is how you sell, how you are led, how your people are supported, and how the business runs underneath all of it. Those four move together or they do not move at all.
Fix one and the other three pull it back. Real change means addressing all of them, in the right order, without missing a quarter.
That is harder than buying software. It is also the only version that holds after the programme ends.
Every engagement runs on it. Nothing gets designed until the evidence says what to fix, and nothing gets built that your team cannot run without us.
One diagnostic
45 dimensions, four evidence streams, one prioritised plan.
Six pillars
Culture, operating model, people, operations, strategy, experience.
Three frameworks
PERFORM, RISE and PACE take the diagnosis through to delivery.
We help you find what is really in the way, design and deliver the change, and stay close to advise and coach as it begins to embed. Outcome driven throughout, and built to last well beyond the engagement.
Understand the journey
Diagnose and plan
We establish what is needed to accelerate commercial performance, across execution, infrastructure, capability and behaviour. The opportunity sized, the priorities set, and a plan the business can move on.
Design the future
Design and transform
We help you through the transformation across sales strategy, operating model, people, operations, culture and experience. All the parts that must change, done collaboratively with your team.
Embed the change
Advise and coach
We work alongside senior leaders before, during and after the change, wherever support is needed. Available as a standalone coaching relationship, not only alongside delivery.
Two decades of running commercial functions inside global consultancies, technology, telecommunications, software and information services businesses. Proven at scale, flexible by design.
years
Leading commercial transformation, in-house and in consulting.
sellers
The range of sales organisations transformed, from scale-up to enterprises.
growth
A track record of supporting sustained sales growth after the programme ends.
markets
Across EMEA, the Americas and APAC, in single-global and federated structures.
We help you find what is really in the way, design and deliver the change, and stay close to advise and coach as it begins to embed. Outcome driven throughout, and built to last well beyond the engagement.
Twenty years across global consultancies, telecommunications, technology, software and information services taught us the same lesson repeatedly. Organisations are rarely short of insight. They usually understand their problems better than any outside party will after six weeks. What breaks down is the point where findings have to become owned work, in the right order, with a rhythm that survives the quarter.
That is why Compose is built the way it is. Fewer engagements, led personally, with specialists brought in where real depth is needed. Nothing handed to a junior bench. Nothing left depending on us. The COMPOSE Sales Model® exists so the same discipline applies every time: evidence before design, the whole function rather than one slice, and a handover that actually happens.
Umar Gill, F.ISP
Managing Partner, Compose Sales Partners™
A few lines is plenty. What is happening, what you have already tried, and what you would want to be different in twelve months.
The best first step is a simple conversation about where your sales organisation stands, and what to fix first. No pressure, no pitch.
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.

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.