Getting sellers ready to win, and keeping new work coming in.
Anchored against the Pace framework. People pillar.
Enablement is treated as training. Onboarding is slow, certifications do not change behaviour, content sits unused, and managers were not enabled to enable. Pipeline coverage is not where it needs to be, or when it is, it is the wrong mix. There is no clear line from enablement spend to revenue outcome. The function needs to be designed, built, and embedded, or the function exists and is not working.
A clear story and the plays to win with it. The pipeline engine. Faster onboarding. Training across product, industry, and selling skills. Better managers. The right materials. Coaching and reviews that keep it live.
Sales events, run end to end: Theme and content. Logistics and delivery. Planning and budget. Your kick-offs, summits, and customer events, planned and run so they land.
Plays and pipeline creation
The three-tier sales play system (Anchor Value Story, Core Value Propositions, Tactical Plays) with bill of materials and activation. And the pipeline creation engine: cadenced prospecting, the marketing-product-sales-inside-sales interlock, campaign and demand orchestration. Pipeline coverage as the managed outcome.
Academy
Foundations (Ready to sell), skills by role and seniority, and a leadership academy with a proprietary hiring framework that builds the manager layer.
Content
Hero / L1 / L2 / L3 content tiering with governance, taxonomy, decay management, and performance analytics tied back to deal outcomes. Built with a seller mindset, not a marketing one.
Engagement
Enablement platform. Manager rhythms, deal coaching, embedding cadence. Flagship events (SKOs, leader summits, customer events) as marquee moments. A single voice across all of it.
A team that tells one clear story, a pipeline engine that keeps new work coming in, people trained across product, industry, and selling skills, and events that bring the team together.
A Pillar Engagement is a discrete, scoped transformation engagement against one of the three COMPOSE frameworks. The frameworks are not generic capability areas. They are the proprietary, codified ways we deliver. Each one anchors a different layer of the commercial system, and each one is a real, commissionable service in its own right. Three Pillar Engagements are offered. You can commission one, or sequence two over time. They share a common shape:
What we work on is calibrated to what the assessment surfaced, not a templated rollout.
Focused enough to land, long enough to embed.
We lead the work. Your team owns the outcome.
No hand-off to junior consultants.
Commissioned individually or in combination, depending on what the diagnostic surfaces.
Plays and Pipeline
Creation
Designing and building the play system and the pipeline engine that fuels it. The three-tier sales play system. Anchor Value Story. Core Value Propositions. Tactical Plays. Bill of materials, activation cadence, and performance analytics. The Pipeline Creation engine. Cadenced prospecting. Marketing, product, sales, and inside-sales interlock. Campaign and demand orchestration. Pipeline coverage as the managed outcome. The output is a connected discipline that turns strategy into seller behaviour and demand into qualified pipeline.
Academy Design, Build, and Launch
Designing, building, and launching the learning architecture for the commercial organisation. Foundations (Ready to Sell). Skills curricula by role and seniority. Leadership Academy with a proprietary hiring framework that builds the manager layer. Certification and competency model. Onboarding-to-productivity discipline. Coach-the-coach cadence. The output is a manager layer enabled to coach deals and a seller layer that compounds capability over time.
Events, Engagement and Content Services
The seller-facing platform that activates and sustains the function. Flagship events as marquee moments. Sales kick-off (SKO), leader summits, customer events, regional engagements. Enablement platform selection and operating model. Manager rhythms, deal coaching, and embedding cadence. Full content service. Hero, L1, L2, and L3 content tiering. Governance, taxonomy, decay management, and performance analytics tied back to deal outcomes. Built with a seller mindset, not a marketing one. The output is a single voice and a sustained operating rhythm across the commercial organisation.
Enablement is asked to change how people sell, but rarely controls what actually decides behaviour: what gets inspected in the forecast call, what the comp plan pays for, what a manager reinforces in a one to one. Content and training alone cannot outvote those. PACE builds capability where it lands, in live pipeline, and treats learning, change, culture and engagement as part of the strategy rather than the communications wrapped around it.
Managing Partner
Entry point. Assesses the whole system. Scores the commercial organisation across all six pillars and surfaces what to address first.
What COMPOSE is. The six interconnected components of a high performing sales organisation. Each coloured segment represents one pillar.
How we deliver. PERFORM, PACE, and RISE. Each anchored against a different layer of the commercial system, shown in the outer ring.
Getting sellers ready to win, and keeping new work coming in.
Anchored against the Pace framework. People pillar.
Enablement is treated as training. Onboarding is slow, certifications do not change behaviour, content sits unused, and managers were not enabled to enable. Pipeline coverage is not where it needs to be, or when it is, it is the wrong mix. There is no clear line from enablement spend to revenue outcome. The function needs to be designed, built, and embedded, or the function exists and is not working.
A clear story and the plays to win with it. The pipeline engine. Faster onboarding. Training across product, industry, and selling skills. Better managers. The right materials. Coaching and reviews that keep it live.
Sales events, run end to end: Theme and content. Logistics and delivery. Planning and budget. Your kick-offs, summits, and customer events, planned and run so they land.
The three-tier sales play system (Anchor Value Story, Core Value Propositions, Tactical Plays) with bill of materials and activation. And the pipeline creation engine: cadenced prospecting, the marketing-product-sales-inside-sales interlock, campaign and demand orchestration. Pipeline coverage as the managed outcome.
Foundations (Ready to sell), skills by role and seniority, and a leadership academy with a proprietary hiring framework that builds the manager layer.
Hero / L1 / L2 / L3 content tiering with governance, taxonomy, decay management, and performance analytics tied back to deal outcomes. Built with a seller mindset, not a marketing one.
Enablement platform. Manager rhythms, deal coaching, embedding cadence. Flagship events (SKOs, leader summits, customer events) as marquee moments. A single voice across all of it.
A team that tells one clear story, a pipeline engine that keeps new work coming in, people trained across product, industry, and selling skills, and events that bring the team together.
Commissioned individually or in combination, depending on what the diagnostic surfaces.
Plays and Pipeline
Creation
Designing and building the play system and the pipeline engine that fuels it. The three-tier sales play system. Anchor Value Story. Core Value Propositions. Tactical Plays. Bill of materials, activation cadence, and performance analytics. The Pipeline Creation engine. Cadenced prospecting. Marketing, product, sales, and inside-sales interlock. Campaign and demand orchestration. Pipeline coverage as the managed outcome. The output is a connected discipline that turns strategy into seller behaviour and demand into qualified pipeline.
Academy Design, Build, and Launch
Designing, building, and launching the learning architecture for the commercial organisation. Foundations (Ready to Sell). Skills curricula by role and seniority. Leadership Academy with a proprietary hiring framework that builds the manager layer. Certification and competency model. Onboarding-to-productivity discipline. Coach-the-coach cadence. The output is a manager layer enabled to coach deals and a seller layer that compounds capability over time.
Events, Engagement and Content Services
The seller-facing platform that activates and sustains the function. Flagship events as marquee moments. Sales kick-off (SKO), leader summits, customer events, regional engagements. Enablement platform selection and operating model. Manager rhythms, deal coaching, and embedding cadence. Full content service. Hero, L1, L2, and L3 content tiering. Governance, taxonomy, decay management, and performance analytics tied back to deal outcomes. Built with a seller mindset, not a marketing one. The output is a single voice and a sustained operating rhythm across the commercial organisation.
Pillar engagements usually follow the Diagnostic and can lead into wider programme work or interim leadership where the work needs to be landed inside the business.
Start with the diagnostic, then commission the framework engagement that the evidence calls for.
A practitioner-led sales transformation practice anchored on the COMPOSE Sales Model®.
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.
