30-60-90 Day Sales Plan Examples: How to Set New Hires (and New Strategies) Up to Win

A 30-60-90 day sales plan is a simple idea with a big impact: it’s a three-month roadmap that spells out what a salesperson (or sales leader) should learn, do, and deliver in their first 30, 60, and 90 days.

Instead of “go shadow someone and figure it out,” a good 30-60-90 day plan gives:

• Clear direction

• Concrete expectations

• Measurable progress markers

• A shared language for “how it’s going”

Whether you’re bringing on a new rep, promoting someone into a strategic role, entering a new market, or layering in a new product line, a 30-60-90 plan is one of the fastest ways to shorten the time from “new” to “effective.”

Why a 30-60-90 Day Sales Plan Matters

A strong 30-60-90 day sales plan helps you:

• Onboard faster and smarter: New hires know exactly what “good” looks like in week 2, week 5, and week 10—without you reinventing the wheel every time.

• Align expectations: Sales leaders, RevOps, and marketing have a shared view of what should be happening at each stage.

• Spot issues early: If someone is off-track, you’ll see it by day 30 or 45—not month 6.

• Anchor strategy changes: When you launch a new motion (new ICP, new service, new geography), a 30-60-90 plan clarifies how reps should shift their time and behavior.

Most impact scenarios:

• New AE / SDR / sales leader onboarding

• Expansion into a new segment or region

• Layering in a new product or service line

• Turning around underperforming teams or territories

  
  

What a 30-60-90 Day Sales Plan Should Include

The best 30-60-90 day sales plans are simple, specific, and measurable. At minimum, every plan should cover:

1. Clear goals for each phase

Think in terms of SMART goals:

• 30 days: Activity and learning goals

• 60 days: Pipeline and engagement goals

• 90 days: Revenue / closed-won and conversion goals

2. Actionable tasks

Not just “learn the product,” but:

• Complete specific training modules

• Shadow X calls and demos

• Make Y calls / send Z outreach per day

• Run a certain number of discovery calls or demos

3. KPIs and benchmarks

Examples:

• Number of qualified opportunities created

• Meetings booked and held

• Conversion from meeting → opportunity

• Early revenue targets (scaled to ramp expectations)

4. Regular check-ins and feedback loops

• Weekly 1:1s

• 30-, 60-, and 90-day review meetings

• Simple scorecards that track progress against the plan

If it doesn’t fit on one page per phase and into a single dashboard view, it’s probably too complicated.

30-Day Example: Learn, Observe, and Build Foundations

In the first 30 days, the priority is not “crush your quota.” It’s learn fast, plug into the system, and start building early momentum.

Objectives (First 30 Days)

• Understand the product, ICP, and sales process

• Build relationships internally (sales, marketing, CS, ops)

• Start light prospecting and early conversations

Sample 30-Day Plan

Learning & Orientation

• Complete onboarding on products/services and pricing

• Finish key training modules (industry, competitors, tools)

• Review top 10–20 existing deals (won and lost) to understand patterns

Shadowing & Internal Alignment

• Shadow X discovery calls and Y demos with top performers

• Join cross-functional meetings (marketing/sales, RevOps) to understand how leads are generated and handed off

Early Activity

• Begin light prospecting: e.g., 20–30 targeted outbound touches per day

• Send introduction messages to key accounts in your territory

• Build a starter list of target accounts or segments

Suggested KPIs (30 days)

• Training completion %

• Number of calls shadowed

• Number of outbound touches

• Number of initial meetings booked (even if supervised)

60-Day Example: Build Pipeline and Own Conversations

By days 31–60, the rep should be moving from “observing” to owning more of the sales process.

Objectives (Days 31–60)

• Take full ownership of prospecting and early-funnel conversations

• Build a healthy, realistic pipeline

• Begin running discovery calls and demos independently

Sample 31–60 Day Plan

Prospecting & Pipeline

• Hit daily/weekly outreach targets (calls, emails, social touches)

• Own a defined territory, segment, or list of accounts

• Add a specific number of qualified opportunities to the pipeline

Sales Process Ownership

• Start running full discovery calls solo

• Run some demos with a senior rep on standby for complex questions

• Begin to negotiate early-stage deals under guidance

Refinement & Feedback

• Review 2–3 recorded calls per week with manager/coach

• Identify patterns in wins and losses in the growing pipeline

Suggested KPIs (31–60 days)

• Qualified opportunities created

• Meetings booked and held

• Conversion rate from meeting → opportunity

• Pipeline value vs. 90-day ramp target

90-Day Example: Close Deals and Optimize

By days 61–90, a rep should be closing their first deals and starting to look like a fully ramping contributor.

Objectives (Days 61–90)

• Close initial deals

• Hit agreed-upon ramp targets (scaled quota)

• Refine their own style, sequences, and territory plan

Sample 61–90 Day Plan

Closing & Negotiation

• Own deals from discovery through close (with support as needed)

• Run proposals and pricing conversations

• Learn and apply standard negotiation frameworks

Optimization

• Refine personal outreach sequences and cadences

• Improve call talk tracks and demo structure based on early results

• Work with marketing/RevOps to improve lead quality or handoff, if needed

Performance Review & Next-Phase Plan

• Formal 90-day review against plan

• Identify strengths, gaps, and next-quarter goals

• Adjust targets and territory plan based on performance and pipeline

Suggested KPIs (61–90 days)

• Closed-won revenue vs. ramp target

• Win rate on qualified opportunities

• Average deal size and sales cycle length (for early deals)

Common 30-60-90 Day Mistakes to Avoid

Even strong teams trip over the same few issues:

1. Vague or unrealistic goals

“Crush it” and “learn everything” are not goals. “Close $500K in the first 30 days” probably isn’t realistic.

Fix it with:

• Ramp-aware targets

• Concrete activity and learning goals

• A clear definition of “on track” vs “off track”

2. Overstuffed plans

A 17-tab spreadsheet with 180 tasks is not a 30-60-90 day plan; it’s a to-do list graveyard.

Keep it focused:

• 3–5 core objectives per phase

• A small set of high-leverage activities

• The few KPIs that matter most

3. Set-and-forget

The plan only works if you:

• Review it weekly in 1:1s

• Adjust it when reality doesn’t match assumptions

• Use it as a conversation tool, not just a document HR files away

Pro Tips from Orr Consulting

These are patterns we see across premium DTC, healthcare, and complex B2B sales environments.

1. Customize by role, segment, and deal size

An outbound SDR, an AE closing mid-market SaaS, and a clinician-facing healthcare rep can’t use a cookie-cutter plan. Adjust:

• Activity expectations (volume vs depth)

• Learning requirements (product, regulatory, clinical, etc.)

• Ramp timelines based on sales cycle length

2. Tie the plan to real data, not guesses

If you have historical data:

• Use average sales cycle, average deal size, and realistic conversion rates to set ramp targets

• Integrate simple dashboards so reps can see if their activities → pipeline → revenue are on track

3. Align marketing, sales, and operations

Your 30-60-90 sales plan will break if:

• Marketing’s lead generation doesn’t match who sales is trained to sell to

• Ops or clinical capacity can’t handle the volume in certain segments

• Leadership keeps changing strategy mid-ramp without updating the plan

Get everyone aligned on who you’re targeting, why, and how—and let that drive the plan.

How Orr Consulting Can Help

If your sales plans currently live in someone’s head—or a dusty slide deck—you’re leaving performance on the table.

Orr Consulting can help you:

• Build role-specific 30-60-90 day plans for your key sales positions

• Align sales, marketing, and operations around the same ramp expectations

• Integrate analytics and dashboards so you can see ramp health in real time

• Design compensation and KPI structures that support the plan (not fight it)

If you’d like a second set of eyes on your existing sales onboarding or growth strategy:

Final Thoughts

A 30-60-90 day sales plan isn’t about more paperwork. It’s about giving new (and newly promoted) reps a clear runway, and giving leadership a clear view of whether the plane is getting off the ground.

When you:

• Set realistic, stage-specific goals

• Focus on the right activities

• Build in feedback and data

• And align sales with marketing and operations

...your 30-60-90 day plan becomes more than an HR checklist—it becomes a reliable engine for growth.