Most broken revenue systems don't need a consultant for two years. They need a focused 90 days — a clear plan with a defined end state, executed quickly enough that the business can feel the difference before the urgency fades.
This is the plan I run on most engagements. It's not a framework or a methodology — it's a practical sequence of work, phased to build on itself, with specific outputs at each milestone. Adjust the timelines to your situation, but the order matters.
Who This Plan Is For
This plan works for: companies at $5M–$50M ARR that have a CRM but don't trust the data in it, companies that have a forecasting problem that surfaces every pipeline review, companies that are preparing to scale their sales team and need a clean system before they hire, and companies where the marketing-sales relationship is producing friction rather than pipeline.
If you're pre-CRM or pre-revenue, this plan is too advanced — start with a simpler setup. If you're at $100M+ with a dedicated RevOps team, this plan is a starting framework, not the full program.
What "Done" Actually Looks Like at 90 Days
Before starting, define what success looks like. For most companies, it's some version of: leadership can produce a credible monthly forecast from CRM data without a supplemental spreadsheet; reps know what stage their deals are in and why; inbound leads are being responded to within your SLA window; and there's one dashboard that everyone in the revenue team trusts.
Those four outcomes are achievable in 90 days. If you're not hitting them, you'll know exactly why — and you'll have the infrastructure to fix it.
Days 1–30: Audit and Diagnose
CRM Audit
Pull the data. How many active deals in the pipeline? What percentage have a close date? What percentage have been in their current stage for more than 30 days? What's the average age of contacts in "new" status? What does the loss reason data look like — are reasons being populated?
The CRM audit gives you a baseline. You need to know where you're starting from before you can measure whether the work is making a difference.
Pipeline Stage Review
Interview three to five reps individually and ask them to walk you through a deal and describe what each stage means. Then compare their answers. The gaps between what different reps say will tell you exactly where your stage definitions have drifted. This is the fastest diagnostic available.
Stack Assessment
What tools are you paying for? What's actually being used? Where are there gaps — things people are doing manually that should be automated? Where are there redundancies — tools that do the same thing, neither doing it well? The stack assessment often reveals both tools that should be cut and gaps that need to be filled.
Stakeholder Interviews
Talk to the VP of Sales, the marketing lead, and the CS lead. Ask each one: what information do you wish you had that you don't have? What takes too long that should be automatic? What's the single thing that, if fixed, would make your job meaningfully easier? These conversations surface the problems that don't show up in the CRM data.
Days 31–60: Build and Fix
Stage Redesign and Required Fields
Based on the audit, rewrite your pipeline stage definitions with documented entry and exit criteria. Build required fields at each stage gate. Do this with the sales team in the room — not for them, with them. The definitions they don't own, they won't follow.
See the full CRM stage definitions guide for the mechanics of doing this right.
Lead Routing and Handoff SLAs
Automate lead routing. Define and document the marketing-to-sales handoff SLA. Build the workflow that flags leads that miss the SLA window. Set up the reporting that shows SLA compliance weekly.
Reporting Dashboard Build
Build three dashboards: one weekly leadership view (pipeline, forecast, coverage, speed-to-lead), one rep-level performance view (stage conversion, cycle length, close rate by source), and one marketing attribution view (closed revenue by source). These three cover 90 percent of the questions that come up in weekly revenue reviews.
Days 61–90: Lock In and Prove
Team Training
Run a training session on the new stage definitions and required fields. Walk through the new reporting. Show reps what their data looks like to leadership — the pipeline review visibility they didn't have before. Training works best when people can see the output of using the system correctly, not just hear that they should.
Documentation
Document everything. Stage definitions, routing logic, SLA expectations, dashboard descriptions. The documentation is the system's immune system — it's what keeps the process alive when people leave or the team scales.
Baseline Metrics and Reporting Cadence
Establish your baseline metrics for the eight core RevOps KPIs. Set up the weekly and monthly reporting cadence. These numbers are your before/after story — the proof that the 90 days of work produced measurable change.
What Happens After 90 Days
At 90 days, you have a working system. What you don't have is a system that maintains itself — that requires ongoing attention, quarterly reviews, and someone who owns it. The ongoing RevOps partnership model exists for exactly this reason: the 90-day build is the foundation, not the finish line.
Ready to run the 90-day reset?
Let's map your current state and build the plan. First session is a working audit — not a pitch.
Let's Start →