The first 30 days are absorption: product, market, recorded calls, and shadowing you on live deals until they can pitch it back without notes. Days 31 to 60 are supervised reps, they run the call and you sit in silently, then debrief. Days 61 to 90 they own deals and you inspect the pipeline, not the person. Median AE ramp is around four months and enterprise can be nine to twelve, so treat month three as first deal territory, not full quota. Write the milestones down before they join, because a ramp plan you improvise is a ramp plan you cannot hold anyone to.
4 hand-picked resources, 4 link-checked. Pick how you want to dig in.
Why we picked it A concrete onboarding curriculum you can copy: cohorts, drilling, peer sparring and shadowing, with the argument that practice matters more than the live calls. Exactly what a first ramp plan should contain.
From Founding Sales by Peter Kazanjy 30 min read
Open foundingsales.com →Why we picked it Stripe's Chief Business Officer on building a written sales operating model (leads, conversion, deal size, win rate, cycle) so you can diagnose whether a miss is the rep or the model. The missing step in most handoffs.
From SignalFire by Sadasia McCutchen with Jeanne DeWitt Grosser 14 min read
Open signalfire.com →Why we picked it The headcount question answered as arithmetic: revenue target divided by revenue per rep and capacity utilisation, with ramp time and attrition built in. Use it before you sign off next quarter's hiring plan.
From Everstage 12 min read
Open everstage.com →Why we picked it The clearest arithmetic anywhere on rep economics: the rule of 10 for quota against base, four months to productivity, draws during ramp, and why teams attain about 70 percent of quota capacity so you must plan over capacity.
From Craft Ventures by David Sacks 12 min read
Open sacks.substack.com →How hiring and ramping gtm people reads from a different seat.
The same ground, over in Co-founders, team & legal, our Starting Up track.
