30-60-90 day sales plan templates for reps, SDRs and managers

This page is for account executives, SDRs and sales managers starting a new role, for candidates asked to present a 30-60-90 day plan at interview, and for managers who want new hires to write one. The templates are B2B and assume a sales cycle of weeks or months, not a single call. If your company already sets ramp targets, start from those.

What a good 30-60-90 day plan contains

The usual labels for the three phases are learn, execute and optimize. They're fine as headings, but a plan built only on them has no way to tell whether you're on track. Give each phase three kinds of goal:

Weight shifts across the 90 days. Days 1 to 30 are mostly learning, with activity starting in week two or three. Days 31 to 60 are mostly activity. Days 61 to 90 are where results start to show, and where you tune what's working.

Two more things belong on the page: what you need from your manager (territory, account list, introductions to key customers, time with a top rep) and the check-in dates at day 30, 60 and 90.

Adapt the plan to the situation you're walking into

Michael Watkins, author of The First 90 Days, argues that people in new roles fail when they rely on what worked last time instead of diagnosing the situation in front of them. His STARS framework names five situations: start-up, turnaround, accelerated growth, realignment and sustaining success. They map neatly onto sales roles:

Watkins also stresses securing early wins. In sales, an early win is rarely a closed deal in month one. It's more often a stalled opportunity restarted, a key customer met, or a first meeting booked with an account the team had given up on.

30-60-90 day sales plan templates

Role: [title], [territory or segment], starting [date]
Situation: [start-up / turnaround / accelerated growth / realignment / sustaining success]
Ramped target: [quota for months 1, 2 and 3, if set]

DAYS 1 TO 30: LEARN
Learning: [e.g. product certification passed by day 14; discovery call run unaided by day 25]
Activity: [e.g. 100 target accounts researched and tiered; first outreach from week 3]
Results: [e.g. 5 first meetings held]

DAYS 31 TO 60: EXECUTE
Learning: [e.g. shadow 3 late-stage deals; handle the top 5 objections]
Activity: [e.g. 10 first meetings a week]
Results: [e.g. 8 qualified opportunities, [amount] pipeline]

DAYS 61 TO 90: OPTIMIZE
Learning: [e.g. review win/loss on my first deals]
Activity: [e.g. sequence tested and revised on two segments]
Results: [e.g. [amount] pipeline; first closed deal]

WHAT I NEED: [territory, account list, intros, tools, time with a top rep]
CHECK-INS: day 30 [date], day 60 [date], day 90 [date]

Days 1 to 30
- Learn the product, pricing and contracts well enough to run a demo unaided
- Listen to 10 recorded calls: 5 won, 5 lost
- Build and tier the target account list; agree it with my manager
- Take over open opportunities; confirm next steps with each buyer
- Hold [number] first meetings

Days 31 to 60
- Hold [number] first meetings a week
- Create [number] qualified opportunities
- Run my first full discovery-to-proposal cycle with a manager review

Days 61 to 90
- Reach [amount] in qualified pipeline
- Close [number] deal(s), or have [number] in final stage
- Present what's working and what I'll change to my manager

Days 1 to 30
- Learn the ideal customer profile, personas and top three use cases
- Write and get approval for my first email and call sequence
- Shadow 5 calls with top SDRs and 2 discovery calls with AEs
- Reach [number] activities a day by week 3

Days 31 to 60
- Hit full daily activity target
- Book [number] meetings that the AE accepts as qualified
- Test two openers; keep the better one

Days 61 to 90
- Reach [percent] of full meeting quota
- Agree a hand-off checklist with each AE I work with
- Share my best-performing sequence with the team

Days 1 to 30
- 1:1 with every rep: their pipeline, what's in their way, what they need
- Ride along on at least 2 calls per rep
- Review the forecast method and the last 4 quarters of win/loss
- Meet the heads of marketing, customer success and finance

Days 31 to 60
- Set a weekly pipeline review and a forecast cadence
- Agree individual development goals with each rep
- Fix the one process problem costing the most deals

Days 61 to 90
- Forecast within [percent] of actual for the month
- Present a hiring and territory plan for next quarter
- Coach each rep on one measurable skill

What I learned before today: [three facts about their market, customers and competitors, with sources]
The questions I'd answer in my first two weeks:
1. Which customers are most like the ones we want more of, and why did they buy?
2. Where do deals stall, and why?
3. What does a good first quarter look like to you?

Days 1 to 30: [three goals]
Days 31 to 60: [three goals]
Days 61 to 90: [three goals, at least one with a number]

How you'd know it's working: [two measures you'd report at day 30]

Days 1 to 30
- Meet or call every account worth [amount] or more; ask what they'd change
- List every renewal due in the next 6 months with its risk
- Learn the history of any open support issue before the first call

Days 31 to 60
- Agree an account plan for the top 10 accounts
- Restart or close out every stalled opportunity
- Confirm a renewal plan for each at-risk account

Days 61 to 90
- Keep [percent] of renewals due in the period
- Create [number] expansion opportunities from customer goals
- Hand my manager a one-page health view of the book

What I committed to:
What I achieved (numbers):
What I learned that changes the plan:
Where I'm stuck and what I need:
Revised goals for the next 30 days:

Worked example: a new AE at a payroll provider

Illustrative example. The company, role and sales figures are invented; the market count is real Census data.

The role: a new account executive at Ledgerline Payroll (ledgerline.example), covering businesses with 50 to 249 employees in the Dallas-Fort Worth metro area. The situation: start-up. The territory is newly split from a larger one, with no open opportunities.

Sizing the territory. County Business Patterns, the Census Bureau's annual count of establishments with paid employees, reports 6,758 establishments with 50 to 99 employees and 3,831 with 100 to 249 in the Dallas-Fort Worth-Arlington metro area for 2023: 10,589 in total. Those are establishments, not companies (one company can run several sites), so the number of separate payroll buyers is lower. It's still far more than one rep can work, which makes the first job narrowing the list.

Working backward from the number.

To close one deal (about $17,000, beating the month 3 target) by day 90, the rep needs about four qualified opportunities (1 ÷ 25%) by around day 45. That takes ten first meetings (4 ÷ 40%) in the first six weeks. To be at full quota in month 5, the rep needs about 2.3 deals a month ($40,000 ÷ $17,280), so roughly nine new qualified opportunities and 23 first meetings every month from month 3.

The plan that comes out of the arithmetic.

• Days 1 to 30: certification by day 14; tier 300 target accounts from the 10,589 by industry and recent hiring; first outreach in week 3; 4 first meetings.
• Days 31 to 60: 6 first meetings a week; 8 qualified opportunities in total by day 60.
• Days 61 to 90: 23 first meetings in the month; $200,000 in qualified pipeline (about 12 opportunities × $17,280); one signed deal.

The plan doesn't promise a closed deal in month one, because the 45-day cycle makes that unlikely. It does make the day 30 check-in meaningful: if only one first meeting is booked by then, the gap is obvious with 60 days left to fix it.

Building the first 300 accounts is the slow part of days 1 to 30. Bebop turns a plain-language description of the territory into a list of matching companies and contacts, with the reason each one fits. The ideal customer profile template helps you write that description, and the guide to building a prospect list covers tiering.

Presenting a 30-60-90 day plan at interview

• Use their numbers. Quote their customer types, recent news and anything public about their market. A generic plan tells the panel you'd run a generic first quarter.
• Lead with questions. The strongest interview plans say what you'd find out before you'd act. It shows judgment without pretending to know their pipeline.
• Put one number in each phase. Even a modest one ("15 first meetings by day 45") shows you think in outputs.
• Keep it to one page and five minutes. Leave the rest of the slot for their questions.
• Ask what they'd change. Their edits tell you what the job really is.

Checklist

• Every phase has learning, activity and result goals.
• Each goal has a number and a date.
• Result goals respect the sales cycle and the ramped quota.
• The plan names the situation you're inheriting.
• It lists what you need from your manager.
• Check-ins at days 30, 60 and 90 are in both calendars.
• It fits on one page.

Mistakes to avoid

• All learning, no numbers. "Understand the product" can't be missed, so it can't be managed.
• Promising closed deals the cycle can't produce. Overpromising in the interview becomes the target you're judged against.
• Copying a plan from another company. The situation and the cycle decide the plan.
• Prospecting too late. Waiting until day 31 to start outreach delays first results by a full cycle.
• Never revising it. The plan is a hypothesis. Update it at each check-in.

Next step: once you're ramped, turn the 90-day plan into a full year with the sales plan template.