A 30-60-90 Day Playbook for First-Time RevOps Leaders
A conversation with Hassan Irshad, Director of RevOps at FEVTutor.
Revenue Operations (RevOps) isn’t just a support function anymore. It’s the strategic engine that powers alignment, productivity, and visibility across the go-to-market (GTM) teams. And for first-time RevOps leaders stepping into the role, the first 90 days are absolutely critical. Your success depends on how well you can listen, diagnose, align, and act.
In this deep-dive, Hassan Irshad—former Director of RevOps at FEVTutor and a veteran in building RevOps functions from the ground up across multiple B2B SaaS organizations—shares a tactical, proven playbook for the first 90 days in the job. Structured into three phases, this playbook helps new leaders set up a high-impact, scalable RevOps engine.
Phase 1: The First 30 Days — Discovery and Trust-Building
Hassan calls this the “Discovery Phase,” and it’s arguably the most important segment of your 90-day plan. Here, the goal isn’t to solve every problem. It’s to understand the lay of the land, build stakeholder trust, and uncover real pain points.
“Think of yourself as a doctor. If you don’t listen well enough, you’ll misdiagnose the pain.”
Start by meeting with stakeholders across departments: Sales, Marketing, Customer Success, Finance, Product, and HR. Identify their KPIs, their blockers, and their goals. Create a document that captures all your findings—Hassan refers to this as the “Lay of the Land” doc.
At the same time, shadow end users. Sit with BDRs, AEs, and CSMs. Watch how they use tools. How do they enter data? Where do they get stuck? Walk through your CRM. Is reporting intuitive or a tangled mess?
Don’t stop there. Run a detailed tech stack audit. Map every tool in the ecosystem. What integrates with CRM? What’s shelfware? What’s overused or underused? Hassan emphasizes talking to users, not just system owners.
You should also:
Immerse yourself in the product: attend demos, listen to sales calls.
Map existing processes: selling, onboarding, renewals.
Identify low-hanging fruit for early wins: improve field logic, add help text, or train users on hidden CRM features.
Key Objectives:
Establish trust
Conduct a stakeholder audit
Perform a tech and process audit
Map current workflows
Identify quick wins
💡 Action Items:
| Task | Description |
|---|---|
| Stakeholder Interviews | Meet leaders from Sales, Marketing, CX, Finance, HR, and Product. Understand their KPIs, pain points, and top priorities. |
| Create a “Lay of the Land” Document | A central repository of org structure, current GTM processes, key workflows, and metrics. |
| Shadow GTM Teams | Sit with BDRs, AEs, and CSMs to understand how data is entered, how tools are used, and where bottlenecks occur. |
| Tech Stack Audit | List every tool in use, usage rates, integrations, costs, redundancies, and gaps. |
| Process Mapping | Map the end-to-end selling, marketing, and renewal processes. Identify handoffs, duplication, and inefficiencies. |
| Product Immersion | Attend a demo, listen to sales calls, and understand the sales pitch and product-market fit. |
✅ Quick Wins Template:
| Win Type | Example |
|---|---|
| Usability Fix | Clarify error messages in CRM workflows |
| Dashboard Build | Build a simple commissions dashboard for reps |
| Training | Conduct a quick session on a misunderstood feature |
Phase 2: Days 31-60 — Alignment and Control
This is the phase where you start “flexing your RevOps muscles,” as Hassan puts it. While discovery continues in some areas, you now begin putting controls and alignment mechanisms in place. Hassan calls this phase “Alignment and Control.”
“You need to be the catalyst for cross-functional collaboration. Nobody else is connecting the dots across sales, marketing, and CX.”
Start with KPI alignment. You’ll have already collected the individual KPIs in Phase 1. Now, assess whether those KPIs roll up into the broader company strategy. If they don’t, that’s a red flag—and your opportunity to bring the teams together.
Hold cross-functional syncs to align Sales, Marketing, and CS around shared quarterly goals. Create dashboards and reporting frameworks that reflect this shared accountability.
Also, start implementing operational controls:
Are close dates in CRM accurate?
Is forecasting behavior consistent?
Are stage definitions clear?
Don’t impose controls abruptly. Hassan suggests using logic and transparency. Example: If a rep uses spreadsheets to track deals, propose a CRM-based inline-editable report that feels like a spreadsheet but ensures visibility.
And begin vetting your tools:
Is a forecasting tool duplicating features available in Salesforce?
Are reps logging into a tool?
Can licenses be consolidated?
Key Objectives:
Improve GTM team collaboration
Put control mechanisms in place
Begin strategic alignment
Validate process improvements
💡 Action Items:
| Task | Description |
|---|---|
| Cross-Functional Alignment | Facilitate regular syncs between Sales, Marketing, and CX to align on quarterly goals. |
| KPI Rationalization | Align individual department KPIs with the company’s strategic objectives. Identify siloed or conflicting goals. |
| Governance Setup | Define request intake processes, project documentation standards, and response SLAs. |
| Control Implementation | Use logic and data to drive compliance (e.g., inline editable reports to update close dates instead of spreadsheets). |
| Change Management Prep | Identify stakeholders who will sponsor or resist change. Begin conversations to create buy-in. |
Phase 3: Days 61-90 — Vision and Execution
By now, you’ve earned trust, understood the landscape, and started building momentum. Phase three is about turning that momentum into long-term strategy and execution. Hassan calls this the “Vision and Execution” phase.
“You’re now setting the foundation for your long-term roadmap. Think beyond tickets—think strategy.”
At this point, you should be ready to publish a two-quarter RevOps roadmap. This roadmap includes:
Strategic initiatives tied to revenue goals
Operational improvements already underway
Planned enhancements to the tech stack
This is also the time to start tracking and showcasing impact. Go back to the baselines you gathered in Phase 1. Show how time-to-insight improved, or how a forecast accuracy initiative reduced missed commits. Make your work visible.
Remember, this is also where change management becomes critical. Stakeholders may resist new processes. Hassan advises using your discovery-phase insights to preempt resistance. Understand their motivations and frame changes as value drivers.
Key Objectives:
Publish a roadmap
Begin implementation
Showcase wins
Plan for continuous improvement
💡 Action Items:
| Task | Description |
|---|---|
| Publish a RevOps Roadmap | A two-quarter plan with milestones, tools, owners, and projected outcomes. |
| Implement High-Impact Projects | Focus on fixes that will yield meaningful business value—clean data, accurate forecasting, unified dashboards. |
| Vendor Management | Engage vendors for roadmap-aligned support, optimize licenses, or deprecate tools. |
| Executive Reporting | Build baseline-to-impact comparisons for metrics improved via RevOps. |
| Change Management Execution | Drive adoption by revisiting discovery insights, socializing impact, and enabling champions. |
📈 Roadmap Template:
| Quarter | Initiative | Owner | Impact Goal | Metrics |
|---|---|---|---|---|
| Q1 | Unified Commissions Dashboard | RevOps | Improve AE payout visibility | Rep NPS, Payout Accuracy |
| Q1 | Improve Forecasting Accuracy | RevOps + Sales Ops | Accurate pipeline projections | Forecast Accuracy YoY |
| Q2 | Renewal Process Automation | RevOps + CX | Reduce churn by 10% | Retention Rate, Renewal TAT |
After 90 Days: Iterate and Scale
The journey doesn’t end at Day 90. In fact, it just begins.
Version everything: Hassan’s advice is to treat every process like a product. Launch version 1.0, then iterate.
Prioritize ruthlessly: Not every idea makes the roadmap. Rank by impact, effort, and strategic alignment.
Celebrate your wins: Share improvements, metrics, and testimonials widely. This builds advocacy and credibility.
Final Thoughts
For first-time RevOps leaders, your first 90 days aren’t just about learning the ropes. They’re about defining your leadership style, establishing strategic value, and building a platform for scale.
Follow this 30-60-90 playbook, and you’ll go from being the new hire to the strategic architect of a high-performance revenue engine.
“If you can’t measure your impact, it didn’t happen. Treat your wins like closed deals—celebrate them.”
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