If you're new to PMM, what's a good way to think about, contextualize, and approach a 30/60/90 plan if you've never done one before? Also, are there any templates/resources you'd recommend as a jumping-off point?

I like to start with the purpose of creating a 30/60/90 plan. I view the plan as a set goals to help me strategize my first three months in a new job. I use it to help maximize my work output and stay focused. That said, I have rarely completed any 30/60/90 plan perfectly. 

Working in startups means lots of change and course correcting. It also means you're going to learn new information and have to adapt to it. Therefore, I advise PMMs to create a lose outline rather than a follow a template line-by-line. 

Here's what I'm currently doing in my new role at AWS (reminder it's a big company).

1. 30 days
1. Meet as many people as possible. I met over 40 people in my first days. Some meetings where very fruitful others where one time meetings. But this allowed me to introduce myself, what I'm going to be working on, undestand their role, and how we will work together moving forward. 
2. Complete HR & IT stuff (payroll, setup computer, etc)
3. Get access to tools that I'll use everyday 
4. Set up 1:1 meetings with my manager and monthly skip-levels with appropiate stakeholders
5. Understand team goals and how I contribute to them
6. Ask lots of questions with fresh eyes
2. 60 days
1. Start to internalize how the teams operate and cooperate
2. Understand how the business generates revenue and the levers that can be pulled to influence it
3. Understand the different team's goals (how are teams measured and how is success defined)
4. Complete necessary internal trainings
5. Formulate and document gaps in current process
6. Ask to be added to standing meetings to get additional context
7. Keep meeting more team members
3. 90 days
1. Start working on a cross-functional project and/or take the lead a new one
2. Complete outstanding onboarding tasks
3. Keep meeting more team members

Keep it simple. Think about it like this:

1. 30 days - Be a sponge. Listen, observe, and learn.

2. 60 days - Integrate & Show Value. Build some key relationships & identify 2-3 quick wins you can execute

   1. What are 1-2 things that will create value for the business and specific stakeholders that you can do well? And can execute in a relatively short period?

   2. Who are the people you need to get to know?

3. 90 days - Run. Build on your early wins by taking on a few more meaty projects that have a big business impact.

   1. I would also encourage you to make sure by this time that you understand the product and feel comfortable demoing it. You should also understand what motivates your customers/prospects to buy from your business and why they don't (why you win and lose). You can do this via listen to gong calls

Sharebird and PMA have good templates. Also Sirius Decisions (now owned by Forrester). I'd also check out different JDs online - many companies outline JDs as what that role will be doing in the first 30/60/90 days. You can use this data to help build your own.

At its core, the 30/60/90 plan is about setting yourself and your team up for sustainable success while building credibility through some quick wins early on. Sharebird has some pretty good templates, and I’d recommend reading The First 90 Days by Michael Watkins for a solid framework. 

Here’s how I typically think about a 30/60/90 day plan:

30 Days: Listen & learn 

In the first 30 days, your focus should be on absorbing as much information as possible. Think of it as laying the foundation. I start by building relationships with key stakeholders—Product, Sales, Marketing, Customer Success, and Leadership—to understand their expectations, pain points, and how product marketing can support them. I also prioritize learning the product inside out, diving into product demos, customer use cases, and market research.

During this time, you’re setting the groundwork for more strategic thinking. Focus on understanding the company’s overall goals, how work gets done, and how your role fits into that bigger picture. I’d recommend setting goals like meeting with at least 10 key internal stakeholders (depending on the size of your company), reviewing past launch materials, and familiarizing yourself with the product’s roadmap. Your manager can help put together a list of all the people you should introduce yourself to and speak with. 

60 Days: Strategize & plan

By day 60, the focus shifts to synthesizing what you’ve learned and formulating a clear plan. This is when you begin putting strategies in place. You’ve had time to understand both internal and external dynamics, so now you can define key priorities and start aligning them with the company’s objectives. I like to put together an “observations” deck from my intro calls and learning phase to share with my manager and cross-functional stakeholders for feedback and to jumpstart further dialogue.  

This is where I’d begin laying out concrete plans for what I think are the top priorities in the next 30 days, quarters, and year. You’ll also want to develop initial KPIs, communicate them with leadership, and validate that these goals reflect what success looks like in this organization. 

Remember, you also want to have some quick wins in this phase. At this stage, you’re starting to contribute but still in a learning mode, so it’s a balance of planning and execution.

90 Days: Execute & measure

In the final stretch of onboarding, you should be moving from planning to executing. By now, you’ve earned some trust, so it’s time to take ownership of key initiatives. Whether it’s launching a product, creating new messaging frameworks, or revamping the go-to-market strategy, this is when you start delivering on your priorities and showing tangible results.

It’s also a great time to step back and evaluate the impact of what you’ve done so far. What metrics can you measure? How is your work aligning with broader business goals? This is when you should focus on refining your approach, optimizing what’s working, and course-correcting if needed.

Ultimately, the key is to think of your 30/60/90 plan as a living document—something that evolves as you gather more insights and gain confidence in your role.