30-60-90 Day Plan
John Mario | Chief Growth Officer Candidate | JMARK
Establish a trusted growth leadership foundation, align the organization around a premium market position, and build the operating rhythm required to create durable net-new revenue.
Executive Intent
The Foundation
JMARK already presents a strong foundation for growth: a People First, Technology Second philosophy, managed IT, cybersecurity, and communication solutions, industry specialization, and a premium service posture.
The Approach
The plan is designed to help the incoming CGO build credibility first, then sharpen alignment, and finally accelerate execution — without disrupting culture or trust.
The immediate objective is not to force change too quickly. It is to listen, diagnose, align, and then launch a disciplined go-to-market engine that leadership and frontline teams believe in.
Guiding Principles for the First 90 Days
Trust Before Transformation
Earn confidence with Tom & Chris, leadership, sales, marketing, service, finance, and operations by listening first, honoring what is working, and making decisions transparently.
People First in Practice
Translate JMARK's public brand promise into internal behavior: visible collaboration, respectful debate, follow-through, and helping teams win rather than imposing top-down change.
Premium Positioning
Reinforce that JMARK should win through value, specialization, and business resilience — not discounting or broad-market volume.
Focus and Clarity
Prioritize Tier 1 verticals, sharpen ICP discipline, and reduce scattered activity that dilutes message quality and sales attention.
Cadence and Accountability
Install a consistent revenue operating rhythm with shared metrics, SLAs, and decision-making forums that improve speed and execution quality.
The 30-60-90 Day Plan at a Glance
1
Days 1–30
Build Trust & Fact Base
Leadership listening tour, cross-functional meetings, pipeline and GTM audit, document what to preserve, fix, and sequence.
2
Days 31–60
Align Strategy & Operating Model
Finalize ICP and vertical focus, confirm Year 1 growth math, define org responsibilities, establish weekly revenue cadence.
3
Days 61–90
Activate First Wave of Execution
Stand up campaigns and offers, operationalize reporting, deploy SDR playbooks, launch partner and account activation in Tier 1 verticals.
Days 1–30
Listen, Learn, and Earn the Right to Lead
Leadership Trust-Building
Conduct a structured listening tour with each functional leader — asking what is working, what is fragile, where handoffs break, and where growth is constrained.
Commercial Diagnosis
Audit funnel stages, pipeline quality, speed-to-lead, close reasons, partner-sourced revenue, vertical mix, website conversion paths, and content performance.
Early Wins
Fix two to three obvious friction points quickly — such as inconsistent lead routing, missing follow-up ownership, or unclear definitions between MQA, SQL, and qualified opportunity.
Days 31–60
Align the Growth System
Strategic Focus
Finalize Tier 1 vertical priorities, recommended ICP range, named-account criteria, and Year 1 offer strategy in a way that leadership can sponsor and teams can operationalize.
Role Clarity
Define who owns demand generation, content production, SDR follow-up, partner motions, RevOps/reporting, and executive sponsorship across the funnel.
Weekly Revenue Cadence
Chair a weekly revenue council covering engaged target accounts, MQAs, meetings, SQLs, pipeline created, opportunity aging, proof gaps, and actions required by owner and due date.
Internal Communication
Roll out a concise growth narrative: where JMARK is focusing, why it fits the brand, what will change, what will not change, and how success will be measured.
Days 61–90
Launch with Discipline
Offer Activation
Launch flagship conversion offers aligned to JMARK's positioning — cyber maturity, compliance readiness, AI readiness, continuity, or governance workshops.
Campaign Execution
Start vertical-specific website, LinkedIn, paid search, nurture, and partner activation for agreed Tier 1 segments rather than spreading resources evenly.
Proof & Credibility Assets
Prioritize case studies, quantified outcomes, customer quotes, certifications, and executive-ready messaging that justifies a premium price.
Operational Control
Stand up dashboard reporting for pipeline coverage, conversion rates, average deal size, recurring mix, partner-sourced opportunities, and campaign-to-meeting performance.
Relationship & Credibility Agenda
Building trust across every audience is the foundation of effective growth leadership.
CEO & President
Show strategic judgment, calm communication, and disciplined prioritization. Translate growth choices into business impact. Deliver clear diagnosis, no surprises, honest trade-offs, and weekly progress visibility.
Leadership Team
Operate as a collaborative peer who removes ambiguity, respects functional expertise, and links growth decisions to company capacity. Deliver cross-functional meeting cadence, shared plans, and visible follow-through.
Sales & Marketing
Bring clarity, coaching, and structure without creating fear or confusion. Define what good looks like. Deliver improved stage definitions, SLAs, messaging, and manager support.
Service & Operations
Prove that growth decisions will not overpromise or create downstream chaos. Deliver alignment on ICP, onboarding implications, proof requirements, and delivery readiness.
90-Day Deliverables
01
Current-State Growth Assessment
A concise diagnostic covering market position, ICP fit, funnel performance, team structure, partner motion, website and conversion issues, and priority gaps.
02
Agreed Growth Scorecard
Executive dashboard with definitions, owners, targets, and review cadence.
03
GTM Priorities Memo
Confirmed vertical focus, offer roadmap, account strategy, and sequencing plan for the next two quarters.
04
Revenue Operating Cadence
Weekly pipeline and conversion council, monthly growth review, and closed-loop action tracking.
05
First-Wave Campaign Launch
At least one coordinated vertical campaign and one flagship offer activated with clear handoff rules and measurement.
90-Day KPI Snapshot
Five key metrics that signal the growth engine is taking hold.
1
Leadership & Peer Trust
Strong sponsorship and no major misalignment across the leadership team. The CGO cannot scale change without cross-functional confidence.
2
Follow-Up Discipline
Documented SLAs active and visibly improving. Speed and consistency convert demand into pipeline.
3
ICP & Vertical Clarity
Tier 1 priorities and named-account rules formally adopted. Focus improves message quality and resource efficiency.
4
Proof Creation Pace
Case-study and proof-gap backlog prioritized with owners. Premium pricing requires visible proof.
5
Pipeline Visibility
Single weekly view of meetings, SQLs, opportunities, coverage, and aging. Shared truth reduces confusion and improves decisions.
Closing Note
The first 90 days should feel steady, credible, and intentional.
Success in this role will come not from pushing a dramatic reinvention, but from earning trust quickly, clarifying where JMARK can win, and proving that the growth engine can be both disciplined and deeply aligned to the company's People First culture.
The goal is not to change everything — it is to build the foundation that makes lasting, high-quality growth possible.