New marketing hire
Who uses it: A marketing manager onboarding a content or growth specialist
Days 1–30 — learn the brand voice, channels, and reporting stack
Days 31–60 — own one campaign end-to-end
Days 61–90 — propose a channel experiment and set Q2 goals
Success criteria — shipped campaign, one experiment, agreed goals
Why this works: A marketing ramp is about voice and channels first, then ownership. The success criteria tie each phase to a shippable artifact rather than 'getting familiar'.
Software engineer onboarding
Who uses it: An engineering manager ramping a new backend developer
Days 1–30 — set up the dev environment and ship a small bug fix
Days 31–60 — own a feature from spec to merge
Days 61–90 — improve one CI or onboarding pain point
Success criteria — merged PR, one owned feature, one process fix
Why this works: Engineering ramps should produce code early. A small bug fix in the first 30 days proves the environment works and builds confidence faster than weeks of reading docs.
Sales development rep
Who uses it: A sales manager ramping a new SDR or account executive
Days 1–30 — memorize pricing and shadow discovery calls
Days 31–60 — book meetings from a prospect list and run demos solo
Days 61–90 — hit weekly activity targets and close the first deal
Success criteria — qualified pipeline, first deal, predictable activity
Why this works: A sales plan is measured in activity and pipeline, not comfort. Each phase moves a concrete number — meetings booked, deals advanced, first close.
Promotion to team lead
Who uses it: An individual contributor moving into a first management role
Days 1–30 — map the team, its stakeholders, and expectations
Days 31–60 — ship one visible win and delegate one task
Days 61–90 — draft the quarter plan and align it with the team
Success criteria — written scope, one win, agreed quarter plan
Why this works: A promotion plan starts from scope, not tasks. The first 30 days are about understanding expectations, which prevents the new lead from diving into IC work out of habit.
Customer success manager
Who uses it: A CS lead ramping a new account manager
Days 1–30 — learn the product, the book of business, and health scores
Days 31–60 — run solo check-ins and renewals for a small portfolio
Days 61–90 — own the renewal forecast and one upsell motion
Success criteria — solo portfolio, forecast owned, one expansion
Why this works: CS ramps balance product knowledge with customer ownership. Handing over a small portfolio in phase two forces real responsibility without the full quota pressure.
Career changer into a first role
Who uses it: Someone entering a new field, planning their own first 90 days
Days 1–30 — learn the domain vocabulary and core tools
Days 31–60 — complete one small deliverable with feedback
Days 61–90 — present a proposal and set the next learning goal
Success criteria — finished deliverable, one proposal, next goal
Why this works: For a career changer, the plan is a self-managed ramp. The success criteria are about producing evidence of the new skill, not just completing onboarding modules.
