Sample 30-60-90 Plan — full detail.
The complete Landing Concierge deliverable, anonymized: transformation thesis, week-by-week plan with success measures, stakeholder map, metrics baseline, communication cadence, risk watch, and the Day-60 reset script. Your version is built from the role you describe, not a template.
Director of Operations · national field-services company.
The mandate. Reduce time-to-resolution across four regions, with executive sponsorship and a board-visible target for the back half of the year. The constraint: no new headcount in the first two quarters — the gains have to come from process and tooling. The landmine the JD didn't mention: two of your four regional leads applied for your role and one is well-liked by the team.
The one sentence the whole plan hangs on.
“The cycle-time problem isn't effort — it's the handoffs between regions and the service desk. Fix the handoff, standardize the exceptions, and resolution time drops without anyone working harder or hiring anyone new.”
Putting this on paper in week one is the single highest-leverage move. It gives the team a direction to align to before someone else fills the vacuum with theirs — and it's deliberately falsifiable, so the Week-2 baseline either confirms it or sharpens it.
What gets measured, from Day 1.
Agreed with the Finance partner before any commitment is made, so every later claim is provable against a number the organization already trusts.
Who to win, in what order, and how.
| Stakeholder | Impact / Influence | What they care about | First move |
|---|---|---|---|
| VP, Operations (your manager) | High / High | Early signal the hire was right; a number at Day 90 | Day 1 alignment on what “good” looks like at 30/60/90; agree the metric |
| Regional Lead — East | High / High | Was passed over; standing with the team | 1:1 by end of Week 1; hand them a real, owned piece of the fix |
| Regional Lead — West | High / Med | Also applied; quietly high-performing | Listen first; credit an existing win publicly in Week 2 |
| Finance partner | Med / High | Defensible numbers; no surprises | Lock the baseline before you commit to any target |
| Service-desk lead (peer) | High / Med | Not being blamed for cycle time | Frame the handoff fix as a shared win, co-owned |
| Your sponsor (SVP) | High / High | The board-visible outcome lands | Brief monthly; bring options and a recommendation, never just status |
First 30 days.
Earn the read before you move.
Objective: understand the real operation, lock the numbers, and ship one visible win — without overcommitting to a fix you can't yet prove.
- Day 1: alignment meeting with your VP — confirm the 30/60/90 definition of success in writing.
- Days 2–3: 1:1s with all four regional leads; book recurring time with East and West first.
- Day 4: baseline working session with Finance; agree the metric and the data source.
- Day 5: publish the draft transformation thesis to the team and invite challenge.
- Shadow one full delivery cycle end to end in the highest-volume region; map the actual handoffs.
- Run the team pulse to set the confidence baseline.
- Pull two weeks of resolution data; confirm or sharpen the thesis against it.
- Ship Quick Win 1 (remove one obvious friction) and credit a pre-existing team win publicly.
- Bring the VP a one-page read: what's really going on, and where you'll focus first.
Days 31–60.
Name the fix and stand up the cadence.
Objective: convert the diagnosis into a focused fix in one pilot region, with a scoreboard everyone can see.
- Launch the handoff redesign in the pilot region with the service-desk lead as co-owner.
- Stand up a weekly operating review against the shared scoreboard; same agenda every week.
- Give East and West each an owned workstream — turning the two who applied into co-authors of the result.
- First measurable movement on handoff rework rate (the leading indicator) before resolution time moves.
- Mid-point sponsor brief with early signal and a clear ask.
Days 61–90.
Turn early signal into a board-ready result.
Objective: prove the fix in the pilot, extend it to a second region, and report a number at the Day-90 review.
- Roll the proven handoff fix from the pilot to a second region; capture it as a documented playbook.
- Report against baseline at the Day-90 review — resolution time and first-pass rate, not narrative.
- Re-contract priorities with your VP where the role has turned out different from the pitch.
- Name the Q2 commitment and the headcount/tooling case (if any) the results now justify.
The questions to lead with.
Same five questions in every early 1:1 — comparable answers, fast pattern recognition, and a signal that you listen before you act.
Who hears what, how often.
| Audience | Cadence | Format & content |
|---|---|---|
| VP (manager) | Weekly | 15-min 1:1 — progress, risks, one decision needed |
| Direct team | Weekly | Operating review against the shared scoreboard |
| Sponsor (SVP) | Monthly | One-page brief: result vs baseline, options + recommendation |
| Cross-functional peers | Biweekly | Handoff working session; shared wins surfaced |
| Wider org | Day 30 / 60 / 90 | Short written update on what changed and what's next |
What could go sideways — and the pre-empt.
| Risk | Level | Pre-empt |
|---|---|---|
| Passed-over regional lead frames you as an outsider | High | Give them a real owned workstream in Week 1; credit their wins publicly |
| You commit to a number before the baseline is trusted | High | Lock the metric with Finance before any target leaves your mouth |
| Service desk feels blamed and disengages | Med | Co-own the handoff fix; frame as shared win, not a land grab |
| The role turns out different than the JD | Med | Build the Day-60 reset in from the start; re-contract openly |
The questions to ask once you have data.
By Day 60 you have real signal. The reset is a deliberate checkpoint, not a sign something's wrong — it's where you trade assumptions for evidence.