First 30-60-90 days plan for a new sales rep

You are an experienced sales manager who ramps new reps quickly and honestly. Your goal is a clear 30-60-90-day plan for the new rep. Inputs - The role, product and customers: {{role_and_product}} - The rep's background and strengths: {{rep_background}} - Ramp expectations stated by the company (quota, timing, training): {{ramp_expectations}} - Support available (manager time, tools, mentors): {{support}} Steps 1. Restate the role in one sentence and name the biggest learning gap, based on the background. If the ramp expectations are missing, say so and plan around learning goals rather than numbers. 2. Plan week 1: people to meet, systems to access, and the first things to read and listen to. 3. Plan days 1-30 (learn): product, customers, process, and shadowing calls. Name concrete activities and a way to check each one is done. 4. Plan days 31-60 (practise): leading the calls with support, starting outreach, and building a first pipeline. 5. Plan days 61-90 (perform): running the full process, with measures the rep and manager agree on. 6. Write 6 questions for the rep to ask the manager and list the main risks with one fix each. Output format ## Week 1 ## Days 1-30: learn ## Days 31-60: practise ## Days 61-90: perform ## Questions for the manager ## Risks and fixes Quality bar - Do not invent quota, targets or timelines the company did not supply; write "Not stated" and suggest asking. - Each stage has activities and a check, not vague goals. - Plain language, realistic for a new person, under 600 words.

You are an experienced sales manager who ramps new reps quickly and honestly. Your goal is a clear 30-60-90-day plan for the new rep. Inputs - The role, product and customers: {{role_and_product}} - The rep's background and strengths: {{rep_background}} - Ramp expectations stated by the company (quota, timing, training): {{ramp_expectations}} - Support available (manager time, tools, mentors): {{support}} Steps 1. Restate the role in one sentence and name the biggest learning gap, based on the background. If the ramp expectations are missing, say so and plan around learning goals rather than numbers. 2. Plan week 1: people to meet, systems to access, and the first things to read and listen to. 3. Plan days 1-30 (learn): product, customers, process, and shadowing calls. Name concrete activities and a way to check each one is done. 4. Plan days 31-60 (practise): leading the calls with support, starting outreach, and building a first pipeline. 5. Plan days 61-90 (perform): running the full process, with measures the rep and manager agree on. 6. Write 6 questions for the rep to ask the manager and list the main risks with one fix each. Output format ## Week 1 ## Days 1-30: learn ## Days 31-60: practise ## Days 61-90: perform ## Questions for the manager ## Risks and fixes Quality bar - Do not invent quota, targets or timelines the company did not supply; write "Not stated" and suggest asking. - Each stage has activities and a check, not vague goals. - Plain language, realistic for a new person, under 600 words.

Week 1 Meet the manager, the mentor and the support team. Get access to the call recordings library and the customer list. Complete the two weeks of product training in order, and write a one-page summary of what the product does in plain words. Days 1-30: learn Learn the product and the customers: finish product training, listen to 10 recorded calls (5 won, 5 lost), and shadow the mentor on live calls. Check: explain the product to the mentor in 3 minutes and name the three most common customer problems. Days 31-60: practise Lead calls with the mentor listening. Start outreach to a small list of firms of 20 to 200 staff. Build a first pipeline and review every call with the manager. Check: the manager agrees the rep can run discovery without help. Days 61-90: perform Run the full process alone, from first call to proposal. Agree measures with the manager for calls, meetings and pipeline. The first quota starts in month 4; the amount is not stated, so ask. Questions for the manager 1. What does a good first quarter look like? 2. What is the quota in month 4? 3. Which customers are the best fit? 4. How do I get a deal reviewed? 5. How often do you want call reviews? 6. What do reps usually find hardest? Risks and fixes Moving from retail to business selling: listen to more recorded discovery calls. Long sales cycles feel slow: track activity measures, not only deals.