Senior by design. Focused by choice. A practitioner, not a consultant.
Compose Sales Partners is a sales transformation practice built on two decades on the front line, inside some of the world’s largest commercial organisations and the firms that advise them. Deliberately senior, deliberately focused. Every piece of work is led personally by senior practitioners, with a tight network of specialist partners brought in when the work needs them. We are not a strategy house hiring graduates to build frameworks. We have spent twenty years running and rebuilding the functions those firms only advise on, and being personally accountable for the outcomes the slideware was meant to deliver.
Twenty-plus years across top-tier consulting and senior in-house leadership. You work with the practitioner, not a pyramid. A proven, trademarked model. Work designed around what you actually need, at home in the boardroom and on the front line.
Twenty-plus years split across top-tier consulting and senior in-house commercial leadership. We have stood on both sides of the slideware.
Direct, senior-led engagements. You work with the practitioner, not a pyramid.
A proprietary, trademarked method. The COMPOSE Sales Model® with three delivery frameworks and a diagnostic refined across two decades.
Bespoke programmes, not productised methodology. We design what the business needs, calibrated to what the Diagnostic surfaces.
Equally at home in the boardroom and on the front line. Across cultures and geographies, in single-global and federated regional operating models.
The practice is led by Umar Gill, F.ISP, Managing Partner: a sales and commercial transformation executive with over twenty years building, leading, and transforming enterprise commercial organisations across EMEA, the Americas, and APAC, from scale-ups to multinationals in telecoms, media, technology, software, information services, and manufacturing.
His career spans senior commercial roles at AVEVA, Clarivate, Vodafone, Canon, and NielsenIQ, and consulting at Accenture, Deloitte, and Acosphere. He has led multi-billion-pound transformations and built award-winning global functions.
He is the author of the COMPOSE Sales Model® and the PERFORM, PACE, and RISE frameworks within it. He holds an MSc from Henley Business School, completed Executive Education at Saïd Business School, Oxford, and is a Fellow of the Institute of Sales Professionals (F.ISP).
We are a practitioner-led sales transformation practice. These are the principles we work by.
We have run the functions we now help others build. Two decades leading commercial organisations inside some of the world’s largest businesses, we run and transform the functions, the client owns the number and being accountable for the outcomes that slideware was supposed to deliver. That experience is the whole point.
The practice is backed by a tightly held network of senior practitioners and partner organisations, brought in on demand and matched to each piece of work. They bring deep specialism across operations design, data and analytics, enablement and training, and content and events. Every piece of work is led personally by the practitioner. Specialists join when the work needs them, never as standing overhead.
We start every engagement with an honest assessment of where the commercial organisation actually stands, then calibrate the work to what the evidence surfaces rather than to a templated methodology.
Our work is measured by what holds after we step out, not by how long we remain. We design the change, lead it alongside your team, and transition it cleanly to permanent ownership.
We protect the revenue a business depends on today while we change how it will grow tomorrow, and we hold to that duty of care in every decision.
The most useful first conversation is a structured score of where your commercial organisation stands, and what to do about it.
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.