30-60-90 Day Sales Plan: Templates and Examples for New Field Reps

New field sales hires face a steep learning curve. They need to learn the product, understand the territory, build relationships from scratch, and start generating pipeline—all while navigating a new company's culture and systems.

Without structure, most sink. Studies suggest that a significant percentage of new sales hires fail within their first year, and the cost of a bad hire can exceed 150% of their annual salary when you factor in recruiting, training, lost productivity, and missed quota.

A 30-60-90 day sales plan changes that equation. It gives new reps a clear roadmap for their first 90 days—what to learn, who to meet, what to accomplish, and how they'll be measured. For a new sales rep, the first 90 days set the trajectory for their entire tenure. For sales managers, it provides a framework for onboarding that's consistent, scalable, and accountable.

This guide covers everything you need to create an effective 30-60-90 day sales plan for field reps. You'll find templates, real examples, and a step-by-step process for building a sales onboarding plan that accelerates time-to-productivity.

What Is a 30-60-90 Day Sales Plan?

A 30-60-90 day sales plan is a structured onboarding document that outlines what a new sales rep should accomplish in their first three months on the job. It breaks the first 90 days into three phases, each with specific learning objectives, activities, and success metrics.

The structure typically follows this pattern:

• Days 1-30 (Learn): Absorb product knowledge, company processes, and market context
• Days 31-60 (Execute): Apply learning through supervised activities and initial customer engagement
• Days 61-90 (Own): Take full ownership of territory and work toward quota

For field sales reps specifically, the 30-60-90 day plan must account for the unique challenges of outside sales: territory familiarization, route planning, in-person relationship building, and the discipline of working independently without constant oversight.

Why Every New Field Rep Needs a 90 Day Sales Plan

Sales onboarding often fails because it's treated as a one-week event rather than a three-month process. New reps attend product training, shadow a few calls, and then they're on their own—expected to figure out the rest through trial and error.

A structured 90 day sales plan addresses this by:

Reducing ramp time. Companies with formal onboarding programs consistently see new hires reach full productivity faster than those without. For field sales, where ramp times can stretch to 6-12 months, shaving even 30 days off that timeline has significant revenue impact.

Setting clear expectations. New reps often fail not because they lack ability, but because they don't know what success looks like. A 30-60-90 day plan makes expectations explicit—eliminating ambiguity about priorities and performance standards.

Providing accountability checkpoints. Regular milestones create natural opportunities for feedback and course correction. Problems surface at day 30 or 60, not day 180 when it's too late to fix them.

Building confidence. Structured wins in the early days build momentum. When new reps know what to focus on and can see their progress, they stay motivated through the inevitable challenges.

Protecting the company's investment. Between recruiting, training, and lost productivity, hiring a new sales rep is expensive. A failed hire costs even more. A solid new hire sales plan protects that investment by maximizing the odds of success.

The Three Phases of a 30-60-90 Day Sales Plan

Phase 1: Days 1-30 — Learn

The first 30 days focus on absorption. New field reps shouldn't be expected to sell—they should be expected to learn everything they need to sell effectively.

Product and market knowledge:

• Complete all product training modules
• Understand the competitive landscape and key differentiators
• Learn pricing structures, discount authorities, and deal terms
• Study ideal customer profiles and buyer personas
• Review case studies and success stories

Company and process knowledge:

• Master CRM systems and data entry requirements
• Understand the sales process stages and exit criteria
• Learn internal communication norms and reporting cadences
• Meet key stakeholders (sales ops, marketing, customer success, leadership)
• Understand commission structure and quota expectations

Territory knowledge (critical for field reps):

• Map the assigned territory and identify key accounts
• Review historical performance and existing customer relationships
• Identify whitespace and growth opportunities
• Plan initial route and coverage strategy
• Research top 20 target accounts in depth

Field activities:

• Shadow experienced reps on 5-10 customer visits
• Observe different meeting types (discovery, demo, negotiation)
• Begin building a prospect list

Success metrics for Day 30:

• Pass product knowledge assessment (90%+ score)
• CRM fully configured with territory accounts loaded
• Completed ride-alongs with at least 2 senior reps
• Presented territory analysis and 90-day plan to manager
• Identified top 20 target accounts with research complete

Phase 2: Days 31-60 — Execute

The second 30 days shift from learning to doing—with support. Reps begin customer-facing activities while still receiving coaching and feedback.

Prospecting and outreach:

• Launch outbound prospecting in assigned territory
• Make first solo customer visits (with manager debrief after each)
• Begin building relationships with key accounts
• Conduct discovery meetings independently
• Deliver first product demos or presentations

Process execution:

• Log all activities in CRM within 24 hours
• Follow the defined sales process for each opportunity
• Prepare and submit accurate forecasts
• Attend and contribute to team meetings

Territory development:

• Establish efficient route patterns
• Build local market knowledge through customer conversations
• Identify referral opportunities from early relationships
• Begin attending relevant industry events or local networking

Coaching focus:

• Weekly 1:1s with manager to review calls and meetings
• Role-play objection handling scenarios
• Refine pitch and discovery approach based on feedback
• Address gaps identified in Phase 1

Success metrics for Day 60:

• Completed 30+ customer visits
• Generated 5+ qualified opportunities in pipeline
• Delivered 10+ solo demos or presentations
• Maintained 100% CRM compliance
• Received positive feedback from at least 3 prospects

Phase 3: Days 61-90 — Own

The final 30 days transition to full ownership. Reps operate independently and are measured against performance expectations.

Full territory ownership:

• Manage complete sales cycle from prospecting to close
• Own forecast accuracy for assigned pipeline
• Make autonomous decisions about territory prioritization
• Troubleshoot customer issues independently (escalating when appropriate)

Performance targets:

• Work toward pro-rated quota (typically 50-75% of full quota in month 3)
• Hit activity metrics (visits, calls, demos) consistently
• Advance opportunities through pipeline stages
• Close first deal(s)

Strategic thinking:

• Develop 6-month territory plan
• Identify expansion opportunities within existing accounts
• Build referral network
• Contribute insights to team discussions

Success metrics for Day 90:

• Met or exceeded activity targets
• Pipeline value reaches 3x monthly quota
• Closed first deal (or multiple deals depending on sales cycle)
• Forecast accuracy: 80%+
• Positive trajectory on all key performance indicators

30-60-90 Day Sales Plan Template

Here's a template you can adapt for your field sales team:

New Hire Information

• Name:
• Start Date:
• Manager:
• Territory:
• Pro-rated Q1 Quota:

Days 1-30: Learn

Day 30 Checkpoint Meeting:

• Product knowledge verified
• Territory plan approved
• Gaps identified and addressed
• Phase 2 goals confirmed

Days 31-60: Execute

Day 60 Checkpoint Meeting:

• Activity metrics on track
• Pipeline quality reviewed
• Coaching areas identified
• Phase 3 targets confirmed

Days 61-90: Own

Day 90 Review:

• Quota attainment assessed
• Performance trajectory evaluated
• Development areas identified
• Full ramp plan established

30-60-90 Day Sales Plan Example: Field Sales Rep

Here's what a completed plan might look like for a new medical device field sales rep:

Name: Sarah Chen
Start Date: January 6, 2026
Territory: Northern California
Manager: Mike Torres
Pro-rated Q1 Quota: $150,000

Phase 1: Days 1-30 (January 6 - February 4)

Learning Objectives:

• Master product portfolio (3 device families, 12 SKUs)
• Understand hospital procurement processes
• Learn regulatory requirements for medical device sales
• Map Northern California territory (127 accounts)

Key Activities:

• Week 1: Corporate orientation, product training modules
• Week 2: Complete compliance training, CRM configuration
• Week 3: Ride-alongs with senior rep (SF Bay Area hospitals)
• Week 4: Territory analysis, top 20 account research, 90-day presentation

Metrics:

• Product certification: Pass with 95%+
• Accounts mapped in CRM: 127
• Ride-along visits completed: 12
• Top 20 accounts researched: 20

Phase 2: Days 31-60 (February 5 - March 6)

Execution Objectives:

• Begin independent customer engagement
• Build relationships with surgical staff and procurement
• Generate initial pipeline

Key Activities:

• Week 5-6: First solo visits (manager debriefs daily)
• Week 7-8: Independent territory coverage, demo scheduling

Metrics:

• Customer visits: 35
• Qualified opportunities: 6
• Product demos: 12
• Trial placements initiated: 2

Phase 3: Days 61-90 (March 7 - April 5)

Ownership Objectives:

• Full territory responsibility
• Close first deals
• Establish sustainable rhythm

Key Activities:

• Week 9-10: Advance trials to purchase decisions
• Week 11-12: Close deals, build Q2 pipeline

Metrics:

• Pipeline value: $450,000 (3x quota)
• Closed revenue: $75,000 (50% of pro-rated quota)
• Active trials: 4
• Forecast accuracy: 85%+

Tips for Creating an Effective Sales Onboarding Plan

For Sales Managers

Make it specific to field sales. Generic onboarding plans miss the unique challenges of outside sales—territory management, route planning, working independently. Customize templates for field realities.

Front-load the learning. Resist the pressure to get new reps selling immediately. Investing in proper training in days 1-30 pays dividends in months 3-12.

Build in accountability. Checkpoint meetings at day 30 and 60 aren't optional. They catch problems early and keep new reps on track.

Pair with experienced reps. Ride-alongs and shadowing accelerate learning in ways classroom training can't. Assign a peer mentor in addition to the manager.

Adjust for experience level. A rep with 10 years of field sales experience needs a different plan than someone new to outside sales. Customize accordingly.

For New Reps

Own your onboarding. Don't wait for your manager to tell you what to do. Use the 30-60-90 day plan as your personal roadmap and drive your own development.

Ask questions early. The first 30 days are your window to ask "stupid" questions without judgment. Use it. By day 90, you're expected to know the answers.

Document everything. Take notes on customer conversations, competitor intel, and territory insights. This knowledge compounds over time.

Build relationships internally. Your success depends on support from sales ops, marketing, customer success, and others. Invest in those relationships early.

Focus on learning, not just metrics. Early pipeline numbers matter less than building the skills and habits that will generate consistent results over time.

Common Mistakes to Avoid

Skipping Phase 1. Rushing new reps into selling before they understand the product, process, and territory sets them up for failure. The first 30 days of learning accelerate the next 60.

Setting unrealistic quotas. Full quota in month one is unreasonable. Pro-rate expectations appropriately—typically 25% in month 1, 50% in month 2, 75% in month 3.

Neglecting CRM discipline. Bad habits form fast. If CRM compliance isn't enforced from day one, it becomes a persistent problem.

Isolating field reps. Outside sales can be lonely. Build connection points—regular check-ins, peer groups, team meetings—to keep new reps engaged.

One-size-fits-all approach. Different territories, industries, and experience levels require different plans. Adapt the template to the context.

Frequently Asked Questions

1. Who should create the 30-60-90 day sales plan—the manager or the new hire?

Both. In many organizations, the manager provides the template and framework, then the new hire customizes it for their specific territory and presents it back. This creates ownership while ensuring alignment. Some companies ask candidates to present a 30-60-90 day plan during the interview process to assess their strategic thinking.

2. How do you adjust a 30-60-90 day plan for experienced hires vs. new-to-sales reps?

Experienced hires can compress Phase 1 learning—they already know how to sell, they just need to learn your product and territory. New-to-sales reps need more time on fundamentals like discovery techniques, objection handling, and pipeline management. The template stays the same, but the specific activities and pacing adjust based on experience level.

3. What if a new rep isn't hitting their 30-60-90 day milestones?

Address it immediately at the checkpoint meetings. Identify whether the gap is knowledge (they don't know how), skill (they can't do it well yet), or will (they're not putting in the effort). Each requires a different intervention. Most issues in the first 90 days are knowledge or skill gaps that can be fixed with additional coaching. Will issues are harder—and if they persist, may indicate a hiring mistake.

4. Should the 30-60-90 day plan include quota targets?

Yes, but pro-rated appropriately. Expecting full quota attainment in month one is unrealistic and demoralizing. A typical ramp might be: Month 1 at 25%, Month 2 at 50%, Month 3 at 75%, reaching full quota in Month 4 or 5 depending on sales cycle length. The plan should include both activity metrics (inputs) and revenue targets (outputs).

5. How does a 30-60-90 day plan differ for field sales vs. inside sales?

Field sales plans must include territory-specific elements: geographic mapping, route planning, ride-along schedules, and travel logistics. Inside sales plans focus more on call metrics and digital engagement. Field reps also need more autonomy earlier—they can't be supervised on every customer interaction—so the plan should build toward independence faster while maintaining accountability through CRM logging and regular check-ins.

Conclusion

The first 90 days determine whether a new field rep becomes a top performer or a costly turnover statistic. A structured 30-60-90 day sales plan provides the roadmap that makes success more likely—for the rep, the manager, and the company.

The best plans balance learning with doing, provide clear milestones without micromanaging, and adapt to the unique challenges of field sales. Start with the template above, customize it for your team's context, and commit to the checkpoint meetings that keep new hires on track.

A 30-60-90 day plan defines what new reps should accomplish. The right field sales tools make it easier to actually execute that plan—from territory mapping and route optimization on day one to CRM logging that doesn't slow them down. Request a demo to see how Leadbeam helps field teams onboard faster, so new reps spend their first 90 days learning and selling instead of wrestling with admin work.