Judging outcomes too early
Meetings in week two are not a fair test. Judge learning and activity first.
Free sales template
30 60 90 day sales plan template for SDRs, AEs and sales managers
A 30 60 90 day sales plan sets out what a new salesperson will learn, do and achieve in each of their first three months. This template has three versions, for an SDR, an account executive and a sales manager, each split into learning, activity and outcome goals so progress can be checked at day 30, 60 and 90.
What it is and when to use it
The plan breaks the first quarter in a new role into three phases. Days 1 to 30 are mostly learning: the product, the customers, the systems and the people. Days 31 to 60 are doing: running the full process with support. Days 61 to 90 are owning: hitting ramped targets and improving something.
Each phase in this template has three kinds of goal. Learning goals are what the person must know or be certified on. Activity goals are what they must do each week. Outcome goals are the results expected by the end of the phase. Splitting them stops the common trap of judging a new SDR on meetings in week two, before they could reasonably have any.
Candidates also use a 30 60 90 day plan in interviews, especially for sales manager roles. A good one shows you understand how the business makes money and what you would do first. If you are writing one for an interview, use the version that matches the role and keep the outcome goals modest: you do not know the numbers yet.
Who uses it
New SDRs
Know exactly what you need to learn and do each week, and what good looks like at day 90.
New account executives
Ramp onto a real pipeline, build your own and close your first deals.
New sales managers
Learn the team and the numbers before changing things, then fix the biggest problem.
Hiring managers
Agree the plan before the start date so the new hire and you judge progress the same way.
The 30 60 90 day sales plan
Every section and column, with what to write in each. Use the fill-in version below to type straight into it and copy, print or download the result.
1. SDR version
| Phase | Learning goals | Activity goals | Outcome goals | Check-in |
|---|---|---|---|---|
| Days 1 to 30 | ICP, personas, product basics, CRM and dialler, compliance rules, opener and objection responses | Shadow live calls, role-play daily, build first list, start calling from week two | First conversations with decision makers, first meeting booked | Weekly with the SDR manager, certification at day 30 |
| Days 31 to 60 | Discovery questions, qualification framework, handover note standard | Full daily activity target, full cadence on own accounts | Meeting target at the agreed ramp percentage | Weekly, plus review of call notes |
| Days 61 to 90 | Triggers and plays, industry language | Full activity, testing one new opener or play | Full meeting target, show rate in range | Day 90 review with the AE and manager |
2. Account executive version
| Phase | Learning goals | Activity goals | Outcome goals | Check-in |
|---|---|---|---|---|
| Days 1 to 30 | Product and demo, pricing, ideal customer, competitors, sales process and stages | Shadow demos and discovery, take over inherited pipeline, meet SDRs | Run first discovery calls, every inherited deal reviewed and updated | Weekly with the sales manager |
| Days 31 to 60 | Proposal and contract process, approval paths, key customer stories | Run all first meetings from SDRs, build an account plan for the top accounts | Pipeline created at the ramp target, first proposal sent | Weekly pipeline review |
| Days 61 to 90 | Negotiation and procurement patterns | Full meeting load, own prospecting on top accounts | First deal closed or committed, pipeline coverage on track | Day 90 review |
3. Sales manager version
| Phase | Learning goals | Activity goals | Outcome goals | Check-in |
|---|---|---|---|---|
| Days 1 to 30 | The numbers: targets, pipeline, conversion by stage, each rep's results. Customers and lost deals. | One-to-ones with every rep, ride along on calls, meet key customers and partners | Written diagnosis: what is working, the biggest gap, quick wins | Weekly with the founder or head of sales |
| Days 31 to 60 | Hiring and commission plans, tools and data | Weekly pipeline and KPI rhythm in place, coaching plan per rep | One process fix shipped, forecast running weekly | Fortnightly |
| Days 61 to 90 | Board or leadership reporting | Run the full operating rhythm, start hiring if needed | Agreed plan for the next two quarters, team on track to target | Day 90 review |
4. Agreement
| Field | What to write |
|---|---|
| Person and role | Name, role and start date. |
| Manager | Who runs the check-ins. |
| Ramp targets | The target at day 30, 60 and 90 as a share of the full target. For example 0%, 50% and 100%. |
| Support promised | Training, shadowing, data, list building, introductions. What the business commits to, not just the new hire. |
Fill it in online
Type into the template, or load the worked example and edit it. Nothing you enter is stored or sent anywhere: it stays in this browser tab until you copy, download or print it.
Empty fields copy as {{placeholders}} so you can see what is left to fill in.
Worked example
An Australian B2B company using outsourced SDRs. The company is described, not named, and the figures are illustrative.
Worked example: a new SDR at a Sydney fintech
A Sydney payments company sells to mid-market finance teams. It runs an outsourced SDR team and has just hired its first in-house SDR to work alongside them on a set of strategic accounts. The SDR manager and the new hire agreed this plan in the first week.
Targets are illustrative. The full target of 8 qualified meetings a month matches the typical output Nousu publishes for a running campaign.
1. SDR version
| Phase | Learning goals | Activity goals | Outcome goals | Check-in |
|---|---|---|---|---|
| Days 1 to 30 | ICP, the three finance personas, product, CRM, dialler, Spam Act and Do Not Call Register basics, opener and top five objections | Shadow calls days 1 to 7, role-play daily, 50 dials a day from week two, rising to 80 | First 20 decision-maker conversations, two qualified meetings | Fridays, certification call on day 30 |
| Days 31 to 60 | Discovery questions, BANT minimum, handover note standard | 100 dials a day, full eight-touch cadence | Four qualified meetings held, show rate at 75% or higher | Fridays, plus two calls a week reviewed together from notes |
| Days 61 to 90 | Payment triggers: new finance leader, acquisition, new market | 100 dials a day, test a new-finance-leader play | Eight qualified meetings held | Day 90 review with the AE |
4. Agreement
- Person and role
- In-house SDR, starting 3 March
- Manager
- Head of sales, with a weekly session alongside the outsourced team's SDR lead
- Ramp targets
- Day 30: two qualified meetings. Day 60: four. Day 90: eight, the full target.
- Support promised
- Verified list of 150 strategic accounts, two weeks of shadowing the outsourced team's calling, daily role-play in weeks one and two, script library and the playbook.
What to notice
- Day 30 is judged on learning and conversations, not meetings. That is deliberate. Two meetings in the first month is a bonus, not the test.
- The support section matters as much as the targets. A new SDR without a clean list will miss the plan through no fault of their own.
How to use it, step by step
- Pick the right version. SDR, AE or sales manager. If the role is a mix, combine rows from two versions.
- Agree the full target first. What does a fully ramped person in this role deliver each month? Write it down.
- Set the ramp. Choose the share of full target expected at day 30, 60 and 90. Many teams use 0%, 50% and 100% for SDRs and longer for AEs with long sales cycles.
- Fill in learning goals. What must they know, and how will you check? Certification calls and role-plays work better than quizzes.
- Fill in activity and outcome goals. Weekly activity they control, and results expected by the end of each phase.
- Write down the support promised. Lists, training, shadowing and introductions. The plan is a two-way agreement.
- Book the check-ins. Put weekly check-ins and the day 30, 60 and 90 reviews in both calendars before day one.
Common mistakes
No support commitments
If the business does not commit to lists, training and time, the plan only measures the new hire.
Copying a generic plan
A plan that would fit any company tells the new hire nothing. Use your ICP, tools and numbers.
Managers changing everything in month one
New sales managers should learn the numbers and the team before changing the process.
More sales templates
- Territory plan templateDefine the patch, tier the accounts, set coverage rules and quarterly goals, and plan the calling week.AESales managerSDRPlanningOpen the template
- Sales forecast templateA deal-by-deal forecast with commit, best case and gap to target, plus five forecasting methods and when to use each.Sales managerFounderAEReportingPlanningOpen the template
- Sales plan templateTargets, ICP, team capacity, pipeline maths, channels, budget and milestones on one page for the year or quarter.FounderSales managerPlanningOpen the template
Want the meetings, not just the template?
Nousu Collective runs phone-first outbound for B2B companies selling into Australia, New Zealand and Singapore, with Australian callers in-house in Sydney. Our outsourced SDR service builds the list, runs the calling, email and LinkedIn cadence and books qualified meetings into your calendar. If you only need calls made, see cold calling or appointment setting.
In our data from 218,000+ dials into Australian businesses, Australian callers booked 1.3 meetings per 100 dials, against 0.3 for offshore teams. Pricing is starting at $7,000 a month.
FAQ
30 60 90 day sales plan questions
Straight answers from the team that runs outbound for Australian B2B companies.
Still have questions?
Book a 30-minute callA plan for a new salesperson's first three months, split into three 30-day phases, with learning, activity and outcome goals for each and check-ins at day 30, 60 and 90.
Learn the ICP, product, tools and compliance rules in month one, run full activity in month two and reach the full meeting target by month three. The exact numbers depend on the market, the list and the ramp you agree.
Month one: learn the numbers, the team and the customers, and write a diagnosis. Month two: put a weekly operating rhythm in place and fix one process problem. Month three: run the full rhythm and agree the plan for the next two quarters.
Use the version for the role, show you will learn before changing things, and keep outcome goals modest because you do not know the numbers yet. Mention the specific market and customers you would focus on.
Many teams plan around three months to full target, but it depends on the sale, the list and the training. Agree the ramp in writing before the start date.
The onboarding plan is the company's week-by-week schedule of training and setup. The 30 60 90 day plan is the new hire's goals for each phase. Use the SDR onboarding plan template alongside this one.
Both. The manager drafts targets and support, the new hire adds learning goals and questions, and you agree it in week one.
Need a team to run the plan?
Book a 30-minute call. We will map your market and buyers and show you what a phone-first campaign would book.
Starting at $7,000 a month. Exact fee quoted after a 30-minute call.