What's a good way to think about, contextualize, and approach a 30/60/90 plan if you've never done one before, when you're new to revenue operations?

The best way to think about a 30/60/90 day plan when you have never done one before is to break it out as follows:

• Define what Revenue Operations is, what is the vision, responsibilities, etc. getting this alignment is critical when this is a new role/function in an organization
• Outline the resources on the team (who does what)
• Outline the current technology stack (cannot figure out what you all have, ask finance, someone pays the bill ;-))
• Determine how the business should work with RevOps (what is the operating cadence, how will work be prioritized, what is the communication plan, etc.)
• Summarize the current state (where is the business today, what is missing/needed)
• This turns into your roadmap - outline what resources and collaboration will be needed to properly deliver (set these expectations upfront)

Here is a sample RevOps roadmap template: https://docs.google.com/presentation/d/1RrROWL8uZYXJtobQi0FnvRP8oI7ifV9VE1aAmZsxY5g/edit?usp=sharing

My recommendation to anyone trying to craft a good 30/60/90 day plan is to first read the book The First 90 Days (https://www.amazon.com/First-Days-Updated-Expanded-Strategies/dp/B00CH7FE1O/ref=sr_1_1?crid=332LCCJEJ62Z8&keywords=first+90+days&qid=1678744873&sprefix=first+90+day%2Caps%2C111&sr=8-1)

It is an incredible guide to how you prioritize your time coming into and during your first 90 days in any new role. Revenue Operations specific tasks are not as relevant as understanding what actions anybody should be taking during this time and then fitting your role-specific needs within that framework.

A 30/60/90 day plan for RevOps shouldn't be too different from the plan for any other role:

• 30 Days: You should be building a rock-solid understanding of the business and product, as well as your team's role in the go-to-market strategy for the company. In addition to that, start building relationships with your key stakeholders across the business (functional leads, analysts and ops people, etc.), and start to get a feel for where their pain points are.

• 60 Days: Continue to build these relationships and understanding while starting to lay out a road map for connecting functional team work to the company's overall demand and GTM model. Identify gaps in knowledge and transparency where teams may have goals that aren't clearly connected to the broader company goals.

• 90 Days: Have a clear road map for improvement of your company's GTM strategy by connecting success metrics and insights across functional teams to a centralized demand plan. Communicate these opportunities to the team and lay out the short and medium term wins that you hope to achieve.