that lasts.
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.
The number went up again. You already knew it would.
Hit it with the team you have, or with people you still need to find, put in the right patch and get productive before the half closes. Meanwhile a proposition is launching. A competitor has changed the conversation. And your buyers are doing half their homework without you, increasingly with AI, before they will even take the meeting.
So the strategy needs to account for it, the operating model needs to have all the functions and players working properly as one, sales processes have to keep up. The systems have to give you a forecast you would actually bet on. The enablement plan needs to be ready before January, not by March. Kick-off has to turn all of it into one story the whole field believes. And the board wants to know what AI is doing for the number.
And there is the quieter stuff nobody puts on a slide. The training went really well and the behaviours look much the same. The cadence was designed beautifully and never quite made it into the weekly drumbeat. The process is live, and people find their way around it, or tell you it slows them down.
None of that is anybody being difficult. It usually comes down to four things. How you sell. How you are led. How your people are supported. And how the business runs underneath all of it. Fix one and the other three quietly pull it back.
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.
45 dimensions, four evidence streams, one prioritised plan.
Culture, operating model, people, operations, strategy, experience.
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
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
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
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
Straight answers on what sales transformation means and how we work alongside your team.
Sales transformation is changing how an organisation sells: the go-to-market strategy, the operating model behind it, the process sellers follow, the capability they have and the rhythm leadership runs it on. It is broader than sales training or a new CRM, because it changes the system rather than one part of it.
We are practitioners rather than consultants. The work is led by people who have run these programmes inside global businesses, not designed them from the outside. We work as part of your team, and we stay until the change holds rather than handing over a deck and leaving.
The best first step is a simple conversation about where your sales organisation stands, and what to fix first. No pressure, no pitch.
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 logo, COMPOSE Sales Model® and COMPOSE Sales Kick-Off Model™ are trademarks and service marks of Compose Sales Partners Limited. PERFORM, RISE and PACE are its proprietary frameworks. All other brands and product names are the trademarks of their respective owners.

The challenge
Enablement had lost identity and strategic focus. It lacked alignment to the field, and had become mostly known for running events. Mandated by the Chief Revenue Officer, a new strategically aligned 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), team redesign including hiring new talent, building a strong performance culture and alignment to the field.
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. Launched new programmes across the globe, on essential selling skills, account management, role excellence and value selling
Relaunched the internal enablement platform, Highspot, with a new structure, design and simplified for the seller. Architected the content discipline (hero/L1/L2/L3 tiering, governance, decay management), whilst archiving over 5000 content peices to deliver true value add content to sellers only
Redesigned the end-to-end commercial and sales events model, focusing on being true to the commercial strategy, implementing new standards for the event management and logistics and placing significant focus on content (sales, leaders and partners). Led events across EMEA, APAC, Americas from 100 people to 1650 people.
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.
External award for Enablement Innovation of the Year.
Architected and executed a global sales kick-off event spanning 1,650 people.
Architected a revamp to a regional Partner Enablement roadshow, increasing footprint by 40%
Material improvement in onboarding-to-productivity time.
Improvements in cross-sell, net-new pipeline and overall sales performance.
Play adoption and content engagement evidenced at function level.
A manager layer enabled to coach deals rather than chase forecasts.
This project was completed whilst in an full-time executive leadership role.

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
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.