Sales Rep 30-60-90 Ramp Plan Template
Three documents and three sheets that benchmark a new hire against how your own past hires actually ramped, not a generic curve.
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Day 90 · Wrenfield Data, 8 historically-ramped hires
Both new hires read behind the generic curve. Only one was actually a problem.
| Hire | Cumulative | Company's own band (p25-p75) | Verdict |
|---|---|---|---|
| Priya, hire #9 | $34,500 | $21,425 - $55,375 | On pace |
| Marcus, hire #10 | $9,800 | $21,425 - $55,375 | Behind, matches the slowest hire who still made it |
Generic curve's day-90 number: $37,500. Both hires read "behind" against that single point. The company's own band clears Priya outright; only checking Marcus against the one historical hire who started this slow finds out he is still not the problem yet, at day 90.
Every sales onboarding 30-60-90 template states the same shape: a week-by-week activity list, a shadow-then-solo call progression, and a ramped quota climbing to full by month four or five, usually 0/25/50/75/100 percent by month. That curve is not unreasonable; checked against one fictional data-observability vendor's own last eight successfully-ramped hires, its day-90 number falls comfortably inside the company's own historical range. What it cannot do is say how much those same hires varied around that number and still made it, because a template built for every company knows the specifics of none of them.
So this pack replaces the single number with a band: the 25th, median and 75th percentile of a company's own last several ramped hires, at five checkpoints. A hire under the generic curve but inside that band is on pace. At day 90, one hire sat $3,000 under the generic number and inside the band; a second sat $27,700 under it, nearly identical to the slowest hire in company history who still made quota. Both looked equally behind the outside number; only one actually was, once he later fell behind that same hire's own pace.
Certification runs the same way: specific, observable behaviors pulled from what a company's own top performers actually do on a call, not a generic product quiz. Schmidt and Hunter's meta-analysis of personnel-selection research found work-sample tests predict job performance well ahead of job-knowledge tests, which is what a quiz about product features actually is. Built for the manager still writing the comp plan this ramp counts against, or running deal reviews on the same book a new hire is starting to fill.
What's in the pack
Grade Against Your Own Band, Not an Outside Point
The method itself: build a 25th-75th percentile band from your own ramped hires, and treat a slow start as a concern only once it diverges from the slowest historical hire who still made it.
Ramp Benchmark sheet
Cumulative bookings for your own past hires at five checkpoints, with the percentile band computed at each one, not borrowed from an industry curve.
Certification Criteria doc
Specific, checkable behaviors pulled from what your own top performers actually do on a call, each with the evidence it takes to confirm it.
Ramp Plan doc
The five checkpoints with your own band attached to each one, and the certification criteria due by each window.
Milestone Tracker sheet
A new hire's actual cumulative bookings against the band at every checkpoint, with the nearest historical comparison named.
Certification Status sheet and Manager Checkpoints doc
Each criterion's evidence per opportunity, and the dated record of every checkpoint review, including which past hire's trajectory a new hire's numbers resemble.
How it works
- 1
Send historical ramp data
Cumulative bookings at 30, 60, 90, 120 and 150 days for your last several hires who reached full quota, fast ramps and slow ones alike.
- 2
Send top-performer calls
Discovery and demo call recordings or notes from your most consistent reps, for the certification criteria.
- 3
River builds the band and the criteria
Percentile bands at each checkpoint, and specific, checkable behaviors pulled from the calls, not a generic quiz.
- 4
Run checkpoints against your own history
Each checkpoint compares the new hire to the band and to their nearest historical match, not to an outside number.
Frequently asked questions
Is this template free?
Yes. Three Word documents and three CSV sheets, downloaded as a zip, no signup. River is the optional half: it builds the benchmark band from your own historical hires and pulls certification criteria from your top performers' actual calls.
We've only hired two or three reps who fully ramped. Is that enough for a benchmark?
It is enough to start, but say so plainly on the Ramp Benchmark sheet rather than presenting three hires as a stable percentile band. Add each new hire who reaches full quota to widen the sample; the band gets more trustworthy with every one.
Why not just use an industry ramp-time benchmark?
Because an industry number is a single point with no sense of how much a specific company's own successful hires vary around it. It often falls inside a company's own normal range. That is exactly why a hire sitting under it can still be completely on pace, and why the same single number cannot tell a normal slow start apart from a real one.
How does this catch a genuinely struggling hire if a slow start isn't the signal?
By comparing trajectory to trajectory. A new hire's early numbers get matched to the single historical hire they most resemble. If that historical hire also started slow and still made it, there is no signal yet. The signal is a later checkpoint where the new hire falls behind even that slowest-successful hire's own pace, which is a divergence, not a start.
What if we don't have call recordings from our top performers?
Detailed notes work if recordings do not exist. Without either, certification criteria default to what the manager can describe concretely from memory, marked as unconfirmed until an actual call demonstrates it, rather than presented as an already-validated behavior.
What happens once a rep is certified and fully ramped?
This pack's job ends at certification. Ongoing call quality for a rep already carrying a live book runs separately in the call coaching scorecard, which scores calls being worked today rather than a ramp that has already finished.
Benchmark your next hire against your own history, not a generic curve
Send your last several ramped hires' numbers and your top performers' calls. Get a band and a certification checklist built from both.
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