90-Day Plan Template

Prism Analytics

Confidential · Leadership Transition Plan

90

Day Plan

Marcus Chen

VP of Sales, Prism Analytics

Days 01–30 Learn

Days 31–60 Plan

Days 61–90 Execute

Start Date: May 1, 2026

Overview

Executive Summary

90

This 90-day plan outlines Marcus Chen's first three months as VP of Sales at Prism Analytics. The plan is organized into three distinct phases: Learn (Days 1–30), Plan (Days 31–60), and Execute (Days 61–90). Each phase has a clear focus, a set of weekly activities, and a concrete deliverable to leadership.

The goal of this plan is not to drive revenue in the first 30 days — it's to earn the right to lead by understanding the business deeply before changing anything. Speed of action without depth of understanding is the most common failure mode for incoming sales leaders.

5

AE shadows in
30 days

10

Customer interviews
by Day 30

$180K

Qualified pipeline
target by Day 90

4

Hires initiated
by Day 90

This document is intended to be reviewed with the CEO and relevant stakeholders during the first week of onboarding. It will be updated at the end of each phase to reflect what was learned and what changed.

Phase 01 · Days 1–30

Learn

1–30

The first 30 days are about listening, watching, and understanding — not changing. Every opinion formed in this phase should be held loosely and tested against data before acting on it.

Sales Team — Direct Observation

• Shadow 5 AEs on calls — minimum: 2 demos, 2 discovery calls, 1 close attempt. Take structured notes on objections, talk tracks, and where deals stall.
  Week 1–2
• Full CRM review — categorize all open deals by stage and deal health. Flag at-risk opportunities. Identify any pipeline gaps vs. quota.
  Week 1
• Audit current sales playbook and onboarding materials. Note what's missing, outdated, or contradicts how the team actually sells.
  Week 2

Customer Research

• Interview 10 current customers (30 min each). Core questions: Why did you buy? What do you love? What's missing? Would you refer us — why or why not?
  Week 2–3
• Interview 3 churned customers (if accessible). Understand the real reasons for churn — not the official "reason" on file.
  Week 3

Cross-Functional Relationships

• 30-min 1:1 with Product Lead — understand roadmap, recent releases, and where sales + product friction exists
  Week 1
• 30-min 1:1 with Marketing Lead — understand ICP definition, lead sources, and content being produced
  Week 1
• 30-min 1:1 with CS Lead — understand churn patterns, expansion revenue, and what sales promises vs. what CS delivers
  Week 2
• 30-min 1:1 with Finance — understand ARR, NRR, quota attainment history, and compensation structure
  Week 2

01

Phase 1 Deliverable · Due Day 30

Written "State of Sales" Assessment to CEO

Phase 02 · Days 31–60

Plan

31–60

The second 30 days are about translating what you learned into concrete plans. This is where you earn credibility — not by having opinions, but by having well-reasoned, evidence-backed plans that the team can see themselves in.

People & Process

• Redesign SDR + AE onboarding program. Target: reduce ramp time from 4 months to 2.5 months. Includes updated 30-day onboarding checklist, call certification process, and deal shadowing structure.
  Priority
• Propose new quota structure and territory model to CEO and Finance. Model should reflect realistic attainment (65–70% target) with clear stretch upside.
  Week 6
• Build Q3 hiring plan: 3 AEs, 1 SDR. Includes job descriptions, sourcing strategy, interview scorecard, and proposed compensation bands.
  Priority

Cadence & Visibility

• Launch weekly pipeline review cadence — every Monday, 30 minutes with all AEs. Introduce deal health scoring: Green / Yellow / Red with clear criteria for each.
  Week 5
• Begin sourcing and interviewing for Q3 AE hires. Target: 2 offers extended by Day 60.
  Week 7–8

02

Phase 2 Deliverable · Due Day 60

Full GTM Playbook Draft

Phase 03 · Days 61–90

Execute

61–90

The final phase is about activation — taking the plans from Phase 2 and putting them into motion with the team. This is where results begin to show, even if the full impact won't be visible until Q3.

Team & Hiring

• Launch new GTM playbook with existing sales team — 2-hour kickoff session + individual coaching on new processes. Feedback loop in place.
  Priority
• First 2 AE hires onboarded and in ramp — using the new onboarding program built in Phase 2.
  Priority
• SDR hire pipeline active — at least 3 finalists in process by Day 90.
  Week 12

Pipeline & Metrics

• Hit $180K qualified pipeline target — this means opportunities with defined champions, defined pain, and a clear next step. Not vanity pipeline.
  KPI Target
• Ship weekly sales KPI dashboard to leadership — covers: pipeline created, pipeline advanced, deals closed, AE activity metrics, ramp progress for new hires.
  Week 10

03

Phase 3 Deliverable · Due Day 90

90-Day Retrospective + Q3 Targets

How We Measure Success

Success Metrics

Metric	Current State	Target by Day 90	Measured How
Qualified pipeline	Unknown (audit in progress)	$180,000	CRM — opportunities with champion + pain + next step
AE ramp time	4 months avg	2.5 months	Time-to-first-close for new hires onboarded in Q2
AE hires onboarded	0	2 AEs	Signed offers + Day 1 completed
Weekly pipeline review cadence	None	Live — 6+ weeks running	Calendar + attendance
State of Sales delivered	—	Day 30	Document delivered to CEO
GTM Playbook v1	—	Day 60	Document reviewed by CEO + team leads

Key Relationships to Build in 90 Days

CEO

CEO / Founder

Prism Analytics

Align on revenue vision, deal escalations, and strategic decisions

PM

Head of Product

Prism Analytics

Roadmap alignment, surface customer feedback, reduce friction

MKT

Head of Marketing

Prism Analytics

ICP alignment, lead SLAs, content for sales enablement

CS

Head of Customer Success

Prism Analytics

Handoff quality, expansion pipeline, churn signals

FIN

Finance Lead

Prism Analytics

Commission structure, quota modeling, ARR targets