The First 90 Days: How to Set Up New Sales Leaders for Success

Hiring a new sales leader is one of the most important and high-impact decisions a company can make. When done well, it brings fresh energy, sharper strategy, and real growth potential. But even the most qualified hire can struggle without a thoughtful onboarding plan.

At The Remedy Group, we’ve partnered with organizations across specialty pharmacy, infusion, and biotech to build high-performing commercial teams. One pattern stands out every time: success doesn’t just come from hiring the right person, it comes from how you support them from day one.

The first 90 days set the tone. With the right structure, you can turn early momentum into lasting results. Here’s how to make those first three months count.

Days 1–30: Listen, Learn, and Build Trust

The first month should be all about observation and understanding. This is not the time to fix everything. It’s the time to gather context, learn the business, and begin building internal relationships.

What you can do:

• Provide a clear roadmap. Outline expectations for the first 30, 60, and 90 days so there’s no confusion about priorities.

• Facilitate introductions. Connect your new leader with internal stakeholders, key referral sources, and department heads early on.

• Share full visibility. Open up CRM data, historical performance, pipeline reports, and customer feedback. The more information they have, the more informed their decisions will be.

What your new hire should be doing:

• Shadow the team. Join field visits, observe meetings, and sit in on calls to see how the current process works.

• Document observations. Encourage them to keep track of what they see, what surprises them, and what they’d like to dig into further.

• Build trust. Start having honest conversations with team members and listen more than they speak.

Pro tip: Ask them to create a 90-day insights document. This becomes a working guide for phase two.

Days 31–60: Evaluate, Align, and Strategize

With some ground-level insight, your sales leader can now begin identifying what’s working, what needs improvement, and what gaps exist in the current strategy.

What you can do:

• Encourage thoughtful reflection. Ask for their early impressions and listen to where they see opportunity or misalignment.

• Avoid asking for immediate results. Focus on supporting their evaluation process rather than applying pressure to perform too quickly.

What your new hire should be doing:

• Assess the team. Identify strengths, coaching needs, and whether the right people are in the right roles.

• Refine the playbook. Based on what they’ve learned, begin shaping a clearer path forward. This might include new messaging, revised call plans, or different KPIs.

• Build cross-functional alignment. Engage with marketing, operations, and leadership to get buy-in for upcoming changes.

This phase is where good hires begin to shine. Encourage collaboration and give them the freedom to start mapping the future.

Days 61–90: Execute, Empower, and Lead

The final stretch is where strategy meets action. Now that your new sales leader has context and clarity, it’s time to shift into execution mode.

What you can do:

• Support implementation. Back their plan publicly, help clear roadblocks, and make sure they have the tools and authority to move forward.

• Recognize early wins. Reinforce momentum by celebrating progress, even if the results are still developing.

What your new hire should be doing:

• Launch the plan. Begin rolling out process changes, territory strategies, or new messaging frameworks.

• Coach the team. Move from observation into active leadership through feedback, ride-alongs, and clear expectations.

• Measure and adjust. Track early indicators of success and stay flexible if things need to shift.

By the end of 90 days, your new sales leader should be fully engaged, respected by their team, and confident in their direction.

Remember! Onboarding Is a Team Effort

Too many organizations hire talented sales leaders and then leave them to figure things out on their own. But onboarding doesn’t stop at orientation. It’s a process that requires support, structure, and collaboration across teams.

A few additional tips:

• Pair them with a cross-functional mentor. Someone in operations or finance can help them navigate internal systems.

• Create space for reflection. Encourage them to identify quick wins and long-term opportunities.

• Stay engaged. Frequent check-ins help build trust and allow you to address concerns before they grow.

Set the Foundation for Long-Term Success

Hiring the right person is only the first step. A thoughtful onboarding process ensures that your new leader can turn potential into performance.

At The Remedy Group, we don’t just help companies hire strong talent. We help them build the foundation to keep it. We are here to help you grow your team the right way.