A GTM 100-day plan sequences the commercial work after close. Days 0–30 baseline the revenue system and lock metric definitions. Days 31–60 fix the highest-leverage leaks and stand up board reporting. Days 61–100 install the operating cadence and launch the value-creation initiatives. Every item gets one owner, one deliverable and a done-date.
Illustrative plan, not a client
Most value-creation plans are written by finance and strategy. The commercial initiatives in them assume a revenue system that can measure, route and forecast. In most new portcos, it can’t yet.
| Workstream | Action | Owner | Deliverable | Done when |
|---|---|---|---|---|
| Days 0–30 · Baseline and definitions | ||||
| Kickoff | Agree GTM goals from the investment thesis; name the commercial owner and RevOps owner. | Operating partner + CEO | One-page GTM charter | Signed by CEO, CRO, CFO by Day 10 |
| Systems audit | Audit CRM, marketing automation, CPQ/billing, data tools and integrations. | RevOps lead / JayOh pod | Scored audit with severity-ranked findings | Read-out to leadership by Day 21 |
| Definitions | Write definitions for ARR, bookings, pipeline, stages, MQL/SQL, churn, NRR and GRR. | CFO + CRO | Metric dictionary | Finance and sales sign the same page |
| Baseline | Rebuild 24 months of funnel, win rate, cycle, ACV and retention from raw CRM and billing records. | RevOps lead | Baseline workbook | ARR ties to billing within 1% |
| Quick wins | Fix obvious breakage: unassigned leads, broken forms, sync errors, dead workflows. | RevOps / pod | Fix log | Zero unrouted inbound leads |
| Days 31–60 · Fix the leaks and report reliably | ||||
| Pipeline process | Set stage exit criteria, required fields and close-date hygiene rules. | CRO + RevOps | Stage definitions enforced in CRM | 90%+ of open opps meet the criteria |
| Funnel leaks | Fix the two or three biggest leaks from the baseline (speed-to-lead, MQL acceptance, stalled stages). | CMO + CRO | Leak fixes in production | Before/after metric logged against baseline |
| Board reporting | Build board dashboard v1 directly from the CRM and billing, not from spreadsheets. | CFO + RevOps | Board dashboard v1 | Board deck pulls numbers with no manual edits |
| Retention | Map renewals, health signals and expansion into the CRM; agree the sales-to-CS handoff. | CS lead | Renewal pipeline view | Every renewal 120 days out has an owner |
| Stack decisions | Decide keep, consolidate or replace for each GTM tool; cancel what nobody uses. | RevOps + CFO | Tool rationalization list | Renewal dates and savings captured |
| Days 61–100 · Cadence and value creation | ||||
| Operating cadence | Weekly pipeline review, weekly forecast call, monthly funnel review, quarterly board pack. | CRO + CFO | Cadence calendar and templates | Four consecutive weekly forecasts submitted |
| Forecasting | Commit/best-case categories with rules; track forecast accuracy weekly. | CRO + RevOps | Forecast model and accuracy tracker | Accuracy measured against actuals |
| Value-creation levers | Launch the one or two levers the thesis depends on (new segment, pricing, expansion, outbound). | CEO + functional owner | Lever plans with targets | First lead indicators reported |
| Enablement | Train reps and managers on the new process, fields and dashboards. | Sales enablement / RevOps | Playbook and recorded training | Usage and data-completeness tracked |
| Roadmap | Turn remaining findings into a sprint-based 12-month GTM systems roadmap. | RevOps lead | 12-month roadmap | Approved by CEO and operating partner |
Baseline eight numbers from raw records, not from the CIM. Then compare each one with the ranges below to decide where the first 60 days of effort go.
| Metric | How to compute it | Weak | Acceptable | Strong |
|---|---|---|---|---|
| Pipeline coverage | Open qualified pipeline closing this quarter ÷ remaining quota | Under 2.5x | 2.5–3.5x | Over 3.5x |
| Win rate (qualified opps) | Won ÷ (won + lost), opps that passed discovery, trailing 4 quarters | Under 15% | 15–25% | Over 25% |
| Sales cycle (mid-market) | Median days from opp created to closed-won | Over 120 days | 60–120 days | Under 60 days |
| Speed to lead | Median minutes from demo request to first human touch | Over 24 hours | 1–24 hours | Under 15 minutes |
| Gross revenue retention | Starting ARR minus churn and contraction ÷ starting ARR, trailing 12 months | Under 85% | 85–90% | Over 90% |
| Net revenue retention | GRR plus expansion, same cohort | Under 100% | 100–110% | Over 110% |
| Forecast accuracy | Week-6 commit vs. actual bookings, last 4 quarters | Off by 20%+ | Within 10–20% | Within 10% |
| Closed-won with a usable source | Share of won deals with an original source that isn’t blank, “Direct” or “Other” | Under 50% | 50–80% | Over 80% |
Before Day 60, walk every board KPI back to the raw record. If any of these twelve checks fails, the KPI is an estimate and should be labeled as one.
To trace a number end to end, use the KPI Walkback Framework: dashboard → CRM → sync layer → billing → source event.
Generated from JayOh’s post-close sequencing guidance. Adjust owners to your org chart.
The operating partner sets the bar. Management owns the numbers. RevOps owns the system that produces them. If RevOps has no owner, the plan has no engine.
| Role | Owns in the first 100 days | Signs off on | Time commitment |
|---|---|---|---|
| Operating partner | GTM charter, priority levers, the bar for board reporting, escalations | Charter, board dashboard, 12-month roadmap | Weekly 30-minute check-in |
| CEO | Commercial priorities, decisions on stack and team, the narrative to the board | Definitions, value-creation lever plans | Bi-weekly steering |
| CRO / sales leader | Stage criteria, forecast process, rep adoption, pipeline reviews | Stage definitions, forecast categories | Weekly working session |
| CFO | ARR reconciliation, metric dictionary, board pack, tool spend | Baseline, board dashboard | Weekly in Days 0–45 |
| CMO / marketing lead | Lead flow, lifecycle stages, attribution, speed-to-lead | MQL/SQL definitions, source rules | Weekly working session |
| RevOps lead or pod | Audit, baseline, CRM and automation changes, dashboards, roadmap | Data quality for every KPI | Full-time or 20–30 hrs/week pod |
We start with a scored GTM audit, rebuild the baseline from raw records and ship board reporting on the live stack. Then we keep running the roadmap in weekly sprints.
Portfolio work is where we’ve spent the most time: maturity audits, standardized dashboards and product and price-book standardization across Samsung Next’s 180-company venture portfolio, and RevOps overhauls inside PE-backed portfolio companies. Our board-readiness diagnostic walks each board KPI back to the record that produces it, so operating partners see which numbers are reliable before the first board meeting.
We engineer growth systems. JayOh builds the RevOps architecture, GTM execution and data infrastructure that turn messy revenue operations into predictable pipeline for B2B SaaS and PE-backed teams.
