Your go-to-market, and how you are set up to sell.
Anchored against the perfrom framework. Strategy + operating model pillars.
Growth has stalled or the path to the next stage is not clear. Coverage does not match the opportunity. Segments are served the same way regardless of value. The operating model is federated by accident, not by design. The growth plan is not anchored to a credible financial model. A new strategy needs to be designed, or an existing one needs to be made executable.
Size the opportunity. Decide how you sell. Choose your routes to market. Set your focus. Design the structure. Set the rhythm. Measure what matters.
Potential
Addressable market, demand signal, segment-level opportunity sizing, propensity modelling.
Engagement model
How we engage and through what motions.
Routes to market
Direct, partner, digital, hybrid. Channel mix and economics.
Footprint and focus
Where we play and where we deliberately do not.
Operating model
Structural set-up for execution. Regions, segments, organisation design, role architecture.
Rhythm of business
Cadences, MBR/QBR, forecast calls, governance forums.
Measurement and management
Leading and lagging KPIs, dashboards, compensation and incentives.
A clear go-to-market plan the board can stand behind, a team structure built to deliver it, and targets and a rhythm that connect the plan to what people do every day.
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.
GTM strategy
advisory
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
Operating model and organisation design
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
Commercial planning and performance design
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
Growth plans rarely fail because the strategy was wrong. They fail because the operating model underneath was never built to carry it: the coverage, the routes to market, and an organisation where roles are clear and every part is designed to work as one unit rather than as adjacent teams handing work over. PERFORM works on that layer, so the strategy has something capable of delivering it.
Managing Partner
Your go-to-market, and how you are set up to sell.
Anchored against the perfrom framework. Strategy + operating model pillars.
Growth has stalled or the path to the next stage is not clear. Coverage does not match the opportunity. Segments are served the same way regardless of value. The operating model is federated by accident, not by design. The growth plan is not anchored to a credible financial model. A new strategy needs to be designed, or an existing one needs to be made executable.
Size the opportunity. Decide how you sell. Choose your routes to market. Set your focus. Design the structure. Set the rhythm. Measure what matters.
Addressable market, demand signal, segment-level opportunity sizing, propensity modelling.
How we engage and through what motions.
Direct, partner, digital, hybrid. Channel mix and economics.
Where we play and where we deliberately do not.
Structural set-up for execution. Regions, segments, organisation design, role architecture.
Cadences, MBR/QBR, forecast calls, governance forums.
Leading and lagging KPIs, dashboards, compensation and incentives.
A clear go-to-market plan the board can stand behind, a team structure built to deliver it, and targets and a rhythm that connect the plan to what people do every day.
Commissioned individually or in combination, depending on what the diagnostic surfaces.
GTM strategy
advisory
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
Operating model and organisation design
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
Commercial planning and performance design
Designing the go-to-market from the market back. Addressable market sizing and demand modelling, ICP definition, segmentation, value proposition design, propositioning, propensity and opportunity modelling, channel mix and economics, competitive frame, financial planning model that connects strategy to credible targets. The output is a defensible GTM strategy a board can sign behind, a CFO can finance against, and a sales organisation can execute.
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.
