Attacking the First 90 Days in a Channel Sales Manager Role

An important expectation for any new-hire Channel Sales Manager to have a solid, well-crafted “30-60-90” plan. It must be detailed and include appropriate KPIs for the industry, vendor, partner, and solution. A structured and strategic approach during the first 90 days is crucial for establishing strong partner relationships, driving revenue growth, and setting a foundation for long-term success. It is designed to outline clear objectives and actionable steps that align with company goals and enhance channel performance.

In my opinion, the first 30 days should be focused on learning and assessment. During this period, the primary objective should be to gain an in-depth understanding of the company's products, services, value propositions, and the partner ecosystem. This involves completing comprehensive product and service training and meeting with internal teams to understand existing channel processes.  It is also extremely important to conduct introductory meetings with key channel partners to understand their business models and strategic goals. In addition, a thorough audit of existing channel agreements and an evaluation of partner performance against current KPIs is needed. The goal is to identify high-performing partners, understand gaps, and recognize growth opportunities that can be leveraged. In addition to the plan laid out above, a structured prospecting and onboarding plan needs to be developed and implemented in order to identify new partnerships.

As one moves into the second month in the role, the focus should shift to execution and engagement. With foundational knowledge established, it is critical to deepen relationships with key partners and begin executing joint strategies. This should include conducting joint business planning sessions with high-potential partners.  These sessions need to outline mutual goals and growth strategies, implement targeted enablement programs such as training and co-marketing initiatives, and launch pilot projects with selected partners where needed. Regular communication cadences, including bi-weekly check-ins and quarterly business reviews (QBRs), should be established to ensure alignment and ongoing support. It is also crucial to address performance gaps with corrective measures and optimize strategies based on early feedback.  

The final 30 days of this initial phase should concentrate on optimization and expansion. This phase should focus on optimizing partner strategies based on the insights and feedback gathered to this point. Successful initiatives need to be scaled across broader partner networks.  Furthermore, the exploration of new verticals and untapped markets should begin. One should also collaborate with the marketing team to facilitate co-branded campaigns aimed at broader market reach. By the end of these initial 90 days, performance reviews of any pilot programs should be conducted, adjustments should be made, and findings should be presented to leadership for validation and further support. All this is essential to set the stage for continuous growth and expansion beyond the initial 90 days.

Throughout this process, key metrics need to be tracked, including partner-driven revenue growth, market penetration within key verticals, partner satisfaction, and the effectiveness of new initiatives. The prospecting and enablement plan implemented in the first phase need to be continually executed against throughout these 90 days and beyond. I believe this structured approach ensures that the Channel Sales Manager not only integrates effectively into the company but also drives meaningful growth and strengthens partner relationships right from the start.

Your thoughts?