VP of Sales 30-60-90 day plan

It is a written plan for a new sales leader’s first three months: what you will learn, what you will decide and what you will show. You share it with the CEO in your first week, so you agree on what good looks like before anyone judges the quarter.

It matters because a new leader inherits numbers they did not build. In a Gartner survey of 210 chief sales officers (2026), 60% said their revenue number is largely driven by elements outside of their control. The plan is how you take back the parts you can control.

Copy this table into your own document. Keep each row to one line and give every row a date.

Learn before you change anything. Every rep will tell you what is wrong; your job in the first month is to find out which of those stories the numbers support.

• Review every open deal with its owner: stage, next step, who decides and the date the next step happens. Mark the deals that have none.
• Read the last 20 won and lost deals. Which companies bought, which problem they had and how they found you.
• Meet five customers and ask why they bought and what almost stopped them.
• Look at where reps spend their week. McKinsey found that underperforming B2B sales teams can spend more than half their time, in some cases, on customers who bring in 20% or less of revenue.
• Map the team: who ramps, who carries the number, who is about to leave.

Decide who the team sells to, and give every rep a list of accounts that fit. Most new leaders inherit territories that were drawn around people, not around buyers.

• Rewrite the ideal customer profile from the wins you read, not from the slide you inherited.
• Build a target account list per rep: companies that fit, each with a reason to reach out now.
• Set coverage: how many accounts each rep works at once, and how often you review the list. McKinsey found outperformers were 50% more likely than slow growers to adjust account coverage monthly (25% vs 17%).
• Decide on hiring. New account executives take 6.2 months on average to ramp, and only 48% hit annual quota (Bridge Group, 2026), so a hire made in month two pays back late in the year.

Show that the new plan moves real accounts. By day 90 the CEO should see fewer stale deals, new target accounts in conversation and three or four numbers you report every week.

A filled-in plan for a fictional 40-person supplier that sells inspection sensors to foundries such as Halvorsen Castings, with four account executives and two SDRs.

• Changing the process in week two, before they know why deals are won.
• Buying a new tool before deciding who the team sells to.
• Hiring fast to hit the number, when ramp time means the hires help next year.
• Keeping the old territories because changing them is uncomfortable.
• Reporting activity (calls, emails) instead of accounts moving.

The slowest part of days 31 to 60 is building account lists the team trusts. S1 agents research companies against your profile, keep the ones with a dated reason to reach out, map who decides, and explain every account they reject. Your reps start day 61 on researched accounts, and a person approves every message. See account research and how SalesOne builds an ideal customer profile.