Pick your role and whether the plan is for a new job or an interview presentation. Each phase comes with goals, activities, what to learn and how you’ll measure it, written for that role. Edit any line, then copy it, download a CSV or print it. Free, with no signup.
Click any line to edit it. Press Enter for a new row, or paste a list to add several at once.
9 placeholders such as [your target] left to fill in.
Days 1–30
Learn
Learn the product, the buyer and how deals are won here.
Goals
Run a full discovery call and a demo of the core product without my manager stepping in.
Know the ideal customer profile well enough to say why an account is, or isn’t, a fit.
Take over my inherited pipeline, with every open deal’s next step confirmed and dated in the CRM.
Activities
Shadow [your target] discovery calls and demos from the top account executives, and note the questions that moved each deal forward.
Review recent won and lost deals to learn why buyers chose us, or didn’t.
Meet sales engineering, customer success, marketing and finance to learn how hand-offs and approvals work.
Practice the pitch, the demo and the top objections out loud until they hold up when someone pushes back.
Learning
The product, the pricing and how packaging changes the size of a deal.
The team’s sales methodology and stage definitions: what must be true before a deal moves forward.
The main competitors, and how the best reps here position against each one.
How I’ll measure it
Passed the team’s demo and discovery certification, or a roleplay with my manager if there isn’t one.
Every inherited opportunity has a next step and a close date I can defend.
First [your target] discovery calls booked on my own calendar.
Check-in with my manager
Questions for the review at the end of this phase.
Which deals in my territory should I prioritize, and which can wait?
What did the strongest new account executive you’ve hired do differently in their first month?
Days 31–60
Execute
Build my own pipeline and move deals forward with less help.
Goals
Source [your target] new opportunities myself, on top of meetings from marketing or SDRs.
Move [your target] deals to the proposal or evaluation stage.
Run deals end to end, with my manager reviewing rather than leading.
Activities
Block weekly prospecting time for my top [your target] target accounts, working with my SDR if I have one.
Agree a mutual action plan with every buyer who reaches evaluation.
Review two of my recorded calls a week with my manager and pick one thing to change on the next call.
Bring sales engineering in early on technical deals, and agree who owns which part of the demo.
Learning
How buying decisions are made at our typical customer: who signs, who can block and who influences.
Negotiation guardrails: what I can offer, what needs approval and who approves it.
Patterns in my own calls: where discovery stalls and which objections I handle worst.
How I’ll measure it
Pipeline I sourced myself, against [your target].
How my deals convert from stage to stage, compared with the team.
Share of my open deals with a next meeting already on the calendar.
Check-in with my manager
Questions for the review at the end of this phase.
Where are my deals stalling compared with the rest of the team?
Which skill should I focus on for the next 30 days?
Days 61–90
Own
Close my first deals and run my territory like a business.
Goals
Close my first deals and reach [your target] of my ramp quota.
Build pipeline coverage for next quarter of [your target] times my quota.
Write a territory plan that my manager signs off.
Activities
Forecast my deals every week, with a commit and a best case I can explain line by line.
Run a short win-loss review on every deal I close or lose, and share one lesson with the team.
Rank my territory into tiers and build a prospecting plan for the top tier next quarter.
Ask happy early customers for a referral or an introduction.
Learning
Which kinds of deals close fastest for me, so I can choose where to spend my time.
Late-stage objections: procurement, security reviews and legal redlines.
How expansion works after the sale, so I hand customers over to account management well.
How I’ll measure it
Closed revenue against my ramp quota.
Forecast accuracy: how close my commit lands to what actually closes.
Pipeline coverage for next quarter against [your target].
Check-in with my manager
Questions for the review at the end of this phase.
Am I on track for full quota, and what would change your answer?
What could I own beyond my own number, such as a vertical, a process or mentoring the next hire?
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What goes in each phase
The usual arc is learn, execute, own. The sales manager plan uses listen, coach and lead instead, because the job is the team’s results rather than your own.
Days 1–30
Learn
The product, the buyer, the process and the tools. Goals here are about being ready: a certification or roleplay sign-off, inherited deals cleaned up, first conversations booked. Nobody expects closed revenue yet, so don’t promise it.
Days 31–60
Execute
Full activity and your first results. Goals move from “I know” to “I did”: meetings booked, deals moved forward and pipeline you created yourself, with your manager reviewing instead of leading.
Days 61–90
Own
Consistent results, plus something you own beyond your own number: a territory plan, a play the team adopts or a process you improved. This is where you set up the next quarter.
The rows in every phase
Goals
Two or three outcomes per phase. If you hit them, the phase went well.
Activities
What you’ll actually do each week to reach those goals.
Learning
What you need to know first: the product, the buyer, the process and the competition.
How I’ll measure it
How you and your manager will know it worked. Use real targets where you have them, and leave [your target] where you don’t.
Check-ins or assumptions
For a new job, the questions to bring to each review with your manager. For an interview, the assumptions about the role you’d confirm with the panel.
30-60-90 day plan examples by role
The focus and goals of each phase, for every role in the template. Load one to edit the full plan with its activities, learning and measures.
Sales development rep (SDR)
Learn the buyer and the message, reach full activity, then hit a meeting quota that account executives can rely on. Written for a role that mixes inbound follow-up with outbound calls.
Days 1–30: Learn
Learn the buyer, the message and the tools well enough to make good calls.
Explain who we sell to, the problem we solve and why buyers switch, in a few plain sentences.
Start live calls and emails by day [your target].
Book my first qualified meetings and get each one accepted by an account executive.
Days 31–60: Execute
Reach full activity and turn more conversations into meetings.
Reach full activity: [your target] calls and [your target] emails a day.
Book [your target] qualified meetings a month that account executives accept.
Write my own sequence for one persona or segment, approved by my manager.
Days 61–90: Own
Hit full quota every month and create pipeline the team can count on.
Hit my full meeting quota of [your target] for the month.
Create [your target] in pipeline from meetings I booked.
Share one play (an opener, an email or a list) that other SDRs start using.
Business development rep (BDR)
Build target account lists, find the messages that land, then create pipeline from scratch. Written for a mostly outbound role with little inbound lead flow.
Days 1–30: Learn
Learn the market and build target account lists worth calling.
Build a researched list of [your target] target accounts, with the right contacts at each.
Write first-touch messages for my main persona that my manager approves.
Book my first meetings from outbound alone.
Days 31–60: Execute
Run outbound at full volume and learn which messages land.
Book [your target] qualified meetings a month from outbound.
Start conversations at [your target] of my named target accounts.
Find one message or angle that clearly beats the rest, and back it with my own numbers.
Days 61–90: Own
Own a slice of the market and create pipeline the account executives can rely on.
Hit my full monthly meeting quota of [your target].
Create [your target] in sourced pipeline this quarter.
Own an account-based play for one segment, with the account executive it feeds.
Account executive (AE)
Learn how deals are won here, build your own pipeline, then close your first deals and run your territory with a forecast you can defend.
Days 1–30: Learn
Learn the product, the buyer and how deals are won here.
Run a full discovery call and a demo of the core product without my manager stepping in.
Know the ideal customer profile well enough to say why an account is, or isn’t, a fit.
Take over my inherited pipeline, with every open deal’s next step confirmed and dated in the CRM.
Days 31–60: Execute
Build my own pipeline and move deals forward with less help.
Source [your target] new opportunities myself, on top of meetings from marketing or SDRs.
Move [your target] deals to the proposal or evaluation stage.
Run deals end to end, with my manager reviewing rather than leading.
Days 61–90: Own
Close my first deals and run my territory like a business.
Close my first deals and reach [your target] of my ramp quota.
Build pipeline coverage for next quarter of [your target] times my quota.
Write a territory plan that my manager signs off.
Account manager (AM)
Learn your book of business, secure the renewals in front of you, then grow existing customers with a plan for every key account.
Days 1–30: Learn
Learn my book of business and earn each customer’s trust.
Meet the main contact at each of my top [your target] accounts.
Know each account’s renewal date, current spend and health before I speak to them.
Flag every at-risk account in my book, with a reason and a plan.
Days 31–60: Execute
Secure the renewals in front of me and open expansion conversations.
Close the renewals due in this period with no surprises.
Open [your target] expansion opportunities with existing customers.
Agree a success plan with each of my top accounts.
Days 61–90: Own
Grow the book with a plan instead of reacting to it.
Reach [your target] of my retention and expansion targets for the quarter.
Have a written plan for each top account that the customer has seen.
Close my first expansion deal.
Sales manager
Listen before you change anything, set a rhythm for coaching and forecasting, then lift the team’s results and plan the next quarter.
Days 1–30: Listen
Understand the team, the numbers and what’s getting in the way.
Hold a one-on-one with every rep and know their goals, strengths and the deals they’re worried about.
Understand the forecast and pipeline well enough to explain any gap to my own manager.
Make no big process changes until I understand why things work the way they do.
Days 31–60: Coach
Set a steady rhythm for coaching, pipeline reviews and the forecast.
Run a steady weekly rhythm: one-on-ones, a pipeline review and a forecast call.
Agree a development plan with each rep, built around one or two skills.
Fix one process problem the team raised in my first month.
Days 61–90: Lead
Lift the team’s results and build the plan for next quarter.
Have the team on track for [your target] of quota this quarter.
Show progress for each rep on the skill in their development plan.
Present a plan for next quarter: targets, headcount, territories and risks.
Presenting your plan in an interview
Later-stage sales interviews often ask for a 30-60-90 day plan. The panel is checking whether you understand the job, how you think and how you’d get up to speed. This order works for most roles.
1
Open with what you learned about them
Start with two or three things you found out about the company, its buyers and the role. It shows the plan was written for this job, so swap the generic lines in this template for what you learned.
2
Give each phase one headline
Learn, execute, own, or your own words for them. Then cover no more than three goals per phase. A panel remembers a clear theme better than a long list of tasks.
3
Put a measure next to every goal
Use their numbers if the job description or recruiter gave you any. If not, name what you’d measure and say you’d confirm the target with your manager. A made-up quota is easy to challenge and hard to defend.
4
Say what you’d need from them
Name the support you’d ask for: call shadowing, a certification, access to call recordings or a peer to pair with. It shows you’ve thought about how you’ll get up to speed.
5
Close with your assumptions and a question
Read out the assumptions you’d confirm, then ask, “What would you change about this plan?” The answer tells you what they really expect from the first 90 days.
Mistakes that cost candidates
Promising results in the first 30 days that nobody new could deliver.
Listing tasks with no way to tell whether they worked.
Inventing numbers for their quota, their pipeline or their churn.
Reading the slides instead of talking the panel through them.
Running long and leaving no time for questions.
What the panel listens for, by role
Sales development rep (SDR)
That you know the job is activity and resilience first, and that you’ll ask for feedback on your calls early. Say how you’ll learn the ideal customer profile and what makes a meeting worth an account executive’s time.
That you can create pipeline from nothing: research, target lists and messages you test and change. Show that you’ll measure what works, not only how much you do.
That you’ll learn before you sell, then own your pipeline and your forecast. Panels want to hear how you’d take over inherited deals, source your own and tell a real deal from a hopeful one.
That you’d protect revenue before you chase growth: know every renewal, spot risk early, then expand. Mention talking to more than one person per account and running business reviews.
That you’ll listen before you change anything, then set a steady coaching and forecasting rhythm. Expect follow-up questions on how you’d handle an underperformer and a forecast that keeps slipping.
Hand new hires a plan on their first day instead of asking them to write one. Pick their role, fill in the targets and agree it together.
In Vonvo, new reps work through training tracks in the learning hub (Professional plan and up) and practice each stage of the call with AI buyers, using scenarios built from your company profile and uploaded materials. Practice calls are scored on an NEPQ-based scorecard, and reps can share calls to the team library (Growth plan and up) so you can review the transcript and scorecard together.
Replace every [your target] with the ramp numbers you actually expect, so the new hire isn’t guessing what good looks like.
2
Book the check-ins on the first day
Put the day-30, day-60 and day-90 reviews in the calendar straight away, and use the check-in questions in the plan as the agenda.
3
Make practice part of the plan
New reps need to say the opener, the discovery questions and the answers to the top objections out loud before live calls, and again after each review.
4
Check skills as well as activity
Pair activity numbers with a skills check, such as a roleplay sign-off before solo calls, so you can tell a busy rep from a ready one.
A short plan that splits your first three months in a sales role into three phases, usually learn, execute and own. Each phase has goals, the activities that get you there, what you need to learn and how you’ll measure progress. New hires use one to agree expectations with their manager, and candidates are often asked to present one in a later-stage interview.
How do I write a 30-60-90 day plan for a sales interview?
Research the company first: who it sells to, how big its deals are and what the role is measured on. Pick your role above and choose “Interview presentation”, then replace the generic lines with what you learned. Keep three goals per phase, put a measure next to each and list the assumptions you’d confirm. Then practice presenting it out loud, because the panel scores how you explain the plan as much as what’s in it.
What should a sales manager’s 30-60-90 day plan include?
Listening first: a one-on-one with every rep, a deal-by-deal look at the forecast and no big changes in the first month. Then a coaching and pipeline-review rhythm with a development plan per rep. By day 90, a plan for next quarter covering targets, headcount, territories and risks. Pick “Sales manager” above to load that version.
What is the difference between the SDR and BDR plans?
Companies use the titles differently, so pick the plan that matches the job description rather than the title. Here the SDR plan assumes a mix of inbound follow-up and outbound calls, measured on a monthly meeting quota. The BDR plan assumes a mostly outbound role with little inbound lead flow, so it adds target account lists, message testing and sourced pipeline on top of a monthly meeting quota.
What numbers should I put in my plan?
Use the company’s real targets if your manager, the recruiter or the job description gives them to you. If not, describe the measure and leave the number as a placeholder you’ll confirm. The template puts [your target] wherever a number belongs, and counts how many you still have to fill in.
How long should a 30-60-90 day plan be?
One page, or one slide per phase if you’re presenting it. Three goals per phase is plenty. The activities and measures should support those goals, not add new ones.
Can I download it as a PDF, or open it in Google Sheets or Excel?
Yes. Print or save as PDF gives you a clean table of the three phases (choose Save as PDF in your browser’s print dialog). Download CSV opens in Excel, Google Sheets or Numbers, with empty status and notes columns for tracking. Copy as text pastes into a document, an email or your slides.
Is it free, and is my plan saved?
It’s free and needs no account. Your edits are saved in this browser, not to an account, so you can come back to them on the same device. Reset a plan to go back to the original version.
Practice the calls your plan depends on
Most of these plans start with practicing the pitch, discovery and objections out loud. Vonvo gives you AI buyers who push back and scores every practice call. Start with 250 free credits, about 25 minutes of practice, no card needed.