AMA: Lattice Former Director of Demand Generation , Monica Myers on Demand Generation 30 / 60 / 90 Day Plan

I love this question because, while prioritizing quick wins is often emphasized in a 30/60/90-day plan, it can sometimes feel ambiguous. In general, I define quick wins as easy-to-execute changes that either significantly improve performance or save the company money and resources. While quick wins will vary for each business, here are a few key areas to focus on: * Budget Savings – Review budget line items and historical performance. Are there channels or campaigns with high spend but low results? Do any misalign with the company’s ICP or strategy? If so, pause them and reinvest the budget into higher-impact areas. * Landing Page Optimization – The post-click experience is often overlooked. Can you make simple changes to improve conversion rates? If certain landing pages underperform, consider turning them off and leveraging lead-gen forms instead. * Reporting & Insights – Build reporting that answers key business questions. Many teams love dashboards but need help creating them. This is an area where DG can provide immediate value. * Strengthening Sales & DG Alignment – While this may take longer than the other quick wins, start early in establishing an ongoing feedback loop with sales. Deepening trust between sales and marketing—and regularly sharing insights—will drive long-term impact.

Think of the 30/60/90-day plan as a framework for onboarding and ramping up both yourself and your Demand Gen function. It shouldn’t be so rigid that you can’t adapt as you learn more about the company and its needs, but it also shouldn’t be so vague that it doesn’t help you or your manager with your initial roadmap. If it feels like it's not adding value, feel free to pivot. You might find another framework that works better for you than a 30/60/90-day plan. If you do decide to use one, here’s the general structure I recommend: * First 30 days: Focus on understanding the foundations of the business. * By 60 days: Begin executing quick wins. * By 90 days: Establish a rhythm of proving impact and scalability.

I approach a 30/60/90-day plan with this general framework in mind: In the first 30 days, focus on understanding the foundations of the business. By 60 days, start executing quick wins. By 90 days, establish a rhythm of proving impact and scalability. 30 Days: Lay the Foundation * Understand the pitch – Listen to as many product demos as possible to grasp its value to customers. If it's a sales-led motion, listen to demos from different reps to identify common themes and patterns. * Dive into the data – Understand the company’s most critical objectives and start mapping out ways Demand Generation (DG) can influence them. Review all existing reports, and document any data gaps that need to be addressed. * Build relationships – Spend time with key stakeholders, especially sales. Identify recurring opportunities and challenges from your conversations. * Write everything down! – Having fresh eyes when joining a company is a huge advantage. People want to hear your initial observations before you acclimate and start seeing things as “business as usual.” Document anything that stands out during onboarding and reference this list as you shape your OKRs. 60 Days: Take Action * Execute quick wins – By now, you should have a list of opportunities. Categorize them into quick wins and longer-term projects. Start executing quick wins to prove your value and establish a reputation for excellence and impact. * Build the reporting you need – Now that you’ve audited existing reports, create the dashboards and metrics necessary to track DG outcomes and demonstrate impact. * Establish a regular cadence with sales – Foster ongoing collaboration with sales by sharing insights and gathering feedback early and often. 90 Days: Scale & Prove Impact * Document and share your insights & impact – Summarize your key learnings, observations, and early wins in a doc or slide deck. Share it with stakeholders, especially your CMO and executive leadership. DG should be top-of-mind for them! * Execute, execute, execute – Tackle your top priorities based on your audits, conversations, and reporting. Focus on proving measurable impact as quickly as possible.

I've had success working with DG agencies across paid media, operations, and lifecycle, as well as challenges, and have learned a few key strategies to make these relationships as productive as possible. Most importantly, when working with third parties, accountability is everything. Here is how I create it: * Clear KPIs: Before signing a contract with a new agency, I require mutually agreed-upon KPIs so both parties have clear expectations from the start. These serve as a valuable reference point throughout the engagement. * Onboarding like an employee: Since agencies aren’t internal, their approach can sometimes misalign with company strategy. To minimize this, I expect agency partners to onboard as much like an internal employee as possible. Ideally, this includes everything from listening to sales demos to reviewing key documentation (ICP, messaging, positioning, value props, etc.). * Connect the dots: To set agencies up for success, I ensure they have visibility into what’s working across other channels and what’s on the roadmap. I also introduce them to internal team members to foster alignment—whether they’re focused on paid media, operations, or another function. The common theme across the points above is trying to reduce the disconnect that exists by nature of being a third party. If you are going to spend the time and energy evaluating different agencies, moving them through legal and procurement, and onboarding them, make sure you are setting both parties up for success from the start.