What's your best revenue operations 30-60-90 day plan to make a big impact at a new company?

I hit on this somewhat above but generally it should be

• 30 Days: Learning and Discovery
• Meet with key stakeholders (Managers and ICs) to learn current processes, bottlenecks, and paint points. Since ops roles are very cross functional, make sure you are meeting with people not just in your direct domain (sales ops people should meet with marketers, marketing ops with sales folks, etc.). Get to know the business - what’s humming along and what areas need your attention.
• Spend time on general company and product knowledge - it’s so difficult to make time to learn and gain product expertise after you’re working on ops problems.
• Make a backlog of asks and prioritize them with your manager; identify 1 quick hit (ideally with a stakeholder-facing solution) you can execute on in your first month.
• If you have an internal data team, spend time with them to get details on where to go to self-serve your data requests (e.g. which field do you use for pipeline date, what is the source of truth for churn metrics). Put your knowledge to use and pull reporting for an upcoming meeting.
• Document any processes that you uncover and the answers to questions you had (especially if somone had to give you a verbal answer). This will help the next hire ramp more quickly.
• 60 Days: Contributing
• Distill your findings from month 1 and prioritize your first 2-3 larger projects that you’ll be working on. Scope effort and impact and get buy-in from your manager and stakeholders that these are the biggest asks for you to be working on out of the gate. Start executing!
• Define your OKRs (either on the above projects or aligning with the ongoing company schedule and planning process)
• Take ownership of key systems or processes (e.g. taking over as admin of your CRM, Support or marketing automation tool). 
• Share out your progress to the wider org (ideally complete 1 of the larger tasks you scoped) and document your work. Ensure teammates know how to engage with you and to get asks in the ops queue.
• 90 Days: Planning and Taking Initiative
• Iterate! You should be up and running and have a good understanding of business drivers, logic and reporting by this point. Pinpoint areas where there is friction and try to remove it.
• Work on shifting from doing reactive to proactive work (from responding to a “I need help with this quote in CPQ” ask, to “Here are some enhanced flows that will make the quoting process easier for everyone”).
• Look ahead 6 and 12 months down the road - what are the big rocks that the company is working towards during that time and what ops needs will they require? Anchor some of your projects to these further off goals or it’s difficult to make time for longer-term work when being inundated with ad hoc requests.

The most effective way to approach your first 30-60-90 days as a RevOps leader at a new company is to center your efforts on truly grasping the business dynamics and forging strong relationships with key stakeholders. Let's break down this structured approach:

First 30 Days (Discovery and Relationship Building):

• Learn the Business: Your initial month should be dedicated to immersing yourself in the company's story. Delve into its history, how it got to its present state, and where it aspires to be in the future.

• Meet Key Stakeholders: This is your chance to meet and engage with all the major players multiple times. Engage with teams like sales, marketing, customer success, finance, HR, product, and other relevant departments. You want to build a comprehensive understanding of how the business operates and what challenges it faces.

• Ask Questions: Don't shy away from asking questions, no matter how basic they may seem. Understanding the reasoning behind existing processes and practices is essential.

• Build Relationships: The cornerstone of your RevOps success lies in the relationships you build during this period. Invest time in connecting with your colleagues, as these partnerships will be crucial moving forward.

Days 31-60 (Documentation and Validation):

• Codify Findings: Document everything you've gathered during your discovery phase. Create a cohesive narrative summarizing your insights and understanding of the business. This document can take the form of a comprehensive go-to-market summary or a RevOps 30-day retrospective.

• Present Your Narrative: Share your documented findings with stakeholders. This is where you discuss your grasp of the business, its go-to-market strategy, how the product fits in, the hurdles to growth, pain points for customer-facing teams, and any insights you've gleaned.

• Seek Feedback: Use this opportunity to validate your observations and seek clarification. It's vital to understand where stakeholders believe you can make the most impact.

Days 61-90 (Alignment and Execution):

• Double Down: Concentrate your efforts on areas where you've received confirmation and alignment from stakeholders. These are the spots where your actions will likely yield the most significant results.

• Align with Stakeholders: Collaborate closely with stakeholders to devise an action plan. Define a loose timeline, outline the necessary steps, and identify the relevant stakeholders needed at each stage of your initiatives.

• Project Planning: Develop project plans or timelines to ensure you can monitor progress and execute your initiatives effectively.

This approach allows you to fully immerse yourself in the company's operations, cultivate strong relationships, and align your efforts with the organization's needs. Keep in mind that your understanding of the business and where you can make the most impact may evolve over time. Flexibility and openness to feedback are key to your success. Remember, each company is unique, and your 30-60-90 day plan should reflect the specific challenges and opportunities of your organization.

Check out some thoughts here :)

When creating a rev ops plan, you will want to make sure you are spending your time in the right place. A helpful way to do that will be asking many questions to ensure you're solving the right problems for the business. This requires a thorough assessment of what the business's challenges and opportunities are and building the right strategy to tackle them. I usually do this across 4 areas: Strategy, Operations, Technology & Data and Team & Talent.

1. First 30 Days Goal: Learn as much as you can about the business across the strategy, operations, tech & data infrastructure and team and talent.  

2. In your next first 60 days: Question what you have learned so far.  Some great questions to ask include:

   • How are we monitoring the success of our strategy? Is anything changing in the macro or competitive landscape that could lead us to want to adjust our strategy?

   • Where can we simplify our processes? What pain points exist?

   • Where do we need improvement in our systems & tools? Who owns our vendor relationships? How do we go about getting enhancements in our systems, tools or data infrastructure? Is there any strategy or process that's being held back by our system & tools?

   • Are roles and responsibilities clear? What cross functional teams are we missing or need more from?

3. In your first 90 days build out your strategy, initiatives and a timeline to get them all done.  Key actions include:

   • Determine any changes to the business strategy

   • Set your/team priorities/OKRs

   • Align your priorities with your stakeholders

   • Determine the process enhancements needed

   • Determine the tools to invest in first

   • Align on data needs to prioritize

   • Determine any roles that need to be added or hired         

After the plans are in place, you can start to execute against with the confidence that you are tackling the correct challenges for the business. Set a cadence to report on key metrics and initiatives.  Monitor performance regularly and tweak strategy as needed.