30-60-90 Day Plan

Build trust, understand the current commercial system, improve visibility into qualified pipeline, and establish a practical coaching rhythm before making broad organizational changes. All actions are presented as hypotheses to validate after joining.

Listen first, establish the baseline, and clarify what success means.

• Meet the executive sponsor, sales managers, frontline sellers, product, marketing, customer success, and operations.
• Review the revenue plan, customer segments, top opportunities, renewal risks, territory coverage, and current forecast definitions.
• Join customer calls and listen for value drivers, objections, buying-process friction, and handoff gaps.
• Outputs: stakeholder map, baseline dashboard, opportunity-risk log, and validated list of first priorities.
• Measures: all key stakeholder interviews completed; baseline metrics agreed; no major change launched without evidence.

Convert learning into a small number of visible operating improvements.

• Segment pipeline by qualification quality, value, stage confidence, and next customer commitment.
• Launch weekly manager coaching and a focused forecast review with consistent stage criteria.
• Select one territory or team for a pilot account-planning process.
• Identify enablement gaps and build two practical coaching modules.
• Outputs: territory priorities, pilot account plans, coaching cadence, and forecast-risk summary.
• Measures: manager adoption, documented next steps, pipeline coverage, forecast variance, and pilot conversion.

Expand what works and present a fact-based two-quarter roadmap.

• Scale the pilot process only after reviewing results and seller feedback.
• Clarify ownership across sales, marketing, product, and customer success for priority opportunities.
• Address role, territory, or capability gaps with evidence and a change plan.
• Present a two-quarter growth roadmap with milestones, risks, and resource needs.
• Outputs: operating playbook, capability plan, cross-functional commitments, and executive roadmap.
• Measures: forecast accuracy trend, stage conversion, sales-cycle movement, team adoption, and customer-risk visibility.

Review a small set of decision-useful measures: qualified pipeline coverage, forecast variance, stage conversion, next-step quality, strategic-account progress, renewal risk, coaching completion, and seller adoption. Avoid creating activity volume that does not connect to customer progress.

I would use this plan as a starting framework, not assume I understand Northstar before joining. My first priority is to listen and establish the baseline. By day 60, I would pilot a few improvements with the team. By day 90, I would present what the evidence supports, what should scale, and where leadership alignment or investment is needed.