The first 90 days
What I'd actually do joining an existing enablement team, ramping the way I'd want a rep to ramp under my own program.
Days 0-30: Listen and Learn
Why it matters: Every org works differently than its wiki says. I need the real picture before I touch anything, and trust with the team before I ask for anything.
Learn the systems: LMS, content library, CRM workflows, whatever the team already runs on, learned hands-on, not just documented.
Learn the content: Read the existing playbooks, battlecards, and onboarding materials cover to cover. Know what's built before suggesting anything new.
Meet the team and earn trust: Structured conversations with my manager, the reps I'll support, and cross-functional partners, each closing with something concrete to follow up on. Trust comes from being useful early, not waiting to be useful.
Shadow the motion: Sit in on live calls, onboarding, and coaching already happening, to see the gap between documented and actual.
By Day 30: A written analysis of gaps between process and behavior. A fast, honest read on what's actually working, from someone with no stake in defending the current system.
Days 31-60: Contribute and Diagnose
Why it matters: By day 30, I should know enough to add real value, not just observe.
Take on real work: Own assigned content builds, training delivery, or onboarding logistics, under my manager's direction.
Deliver, don't just build: Run live sessions myself, or ship LMS modules with a comprehension check built in, matching delivery to how the team already learns.
Flag what I'm noticing: Bring observations to my manager as input, not a unilateral fix. Gaps get raised, not solved solo.
Build cross-functional fluency: Know who to loop in on marketing- or product-adjacent content before it ships, so nothing creates rework downstream.
By Day 60: At least one shipped, in-use piece of content or training, plus a documented cross-functional touchpoint that didn't exist before. Real output, and one less handoff that used to cause rework.
Days 61-90: Run and Deliver
Why it matters: By day 90, I should be a fully contributing part of the team, not still ramping.
Own a piece of the program: A specific cohort, content area, or recurring series, something with a name attached to it.
Close the loop and keep moving: Gather feedback, fold it into the next iteration, and set a simple recurring cadence, so improvement doesn't stop at day 90.
Show up as a resource: Reps and stakeholders come to me directly for what I own, not just when assigned.
By Day 90: A named program fully owned, with a recurring improvement cadence already running. A fully ramped contributor delivering measurable output, not someone still finding their footing.
That's the first 90 days. What that work actually looks like once it's built is the Portfolio.