Rep ramp plan

A ramp plan tells a new rep what to learn, what to do, and what evidence earns the next responsibility. Ramp runs from the start date until the rep consistently reaches full quota. It covers product learning, ICP understanding, process learning, and independent execution.¹ Ramp is a progression, and reps begin to progress differently after onboarding.² Use checkpoints to make the next assignment depend on demonstrated ability.

Set the finish line

1

Learning

2

Applying knowledge

3

Contributing to quota

1. Learning
2. Applying knowledge
3. Contributing to quota

Define the endpoint and the proof for each step before writing lessons. Every activity should lead to a decision about what the rep can do next.

Use a ramp assumption that expresses expected sales as a percentage of steady-state productivity as tenure increases.³ Turn it into a 30-60-90 day plan: learning in the first 30 days, applying knowledge and building pipeline by day 60, then contributing to quota by day 90.⁴

Write each gate as an observable action. At the learning gate, the rep explains the material clearly. At the practice gate, the rep performs the motion. At the production gate, the rep shows pipeline or quota contribution. Keep the language simple enough for different reviewers to reach the same decision from the work.

Clear blockers before start

Start ramp with readiness. Use preparation to remove anything that would turn the first working session into a wait for access or equipment.

Get the basics right before training begins.⁵ Have the computer, desk space, network access, and training materials ready before the new hire needs them.⁶ Give the rep structure and guidance from the start.⁷

Put the ramp plan, assignments, access details, and first coaching session in one place. The rep should know what to complete, where to find it, and what to practice next. This lets the first lesson produce action instead of more setup work.

Learn, observe, then prospect

Give the rep enough context to act, then move into work that exposes gaps. Keep each lesson close to the task it should improve.

Onboarding should get SDRs used to rejection as quickly as possible.⁸ Start prospecting early, while coaching is still close. After each assignment, check whether the rep can explain what happened, identify the next adjustment, and try the motion again.

Move on when the rep can use the material in a live task without waiting for a script to carry the interaction. A completed lesson without an attempt in the market gives you little to assess.

Apply and build pipeline

Once the basics are in place, shift from explanation to repetitions that create pipeline. Keep the preparation feeding those repetitions in view, because poor inputs can make a busy rep look productive.

Shorten ramp by improving prep work with accurate ICP lists, pre-qualified leads, repeatable playbooks, staged quotas, and targeted coaching.⁹ Review lead fit before moving the rep forward. When targeting is weak, coach the selection and message before asking for more output.

At the next checkpoint, inspect the quality of the pipeline, the consistency of the work, and the rep's ability to make adjustments without being handed every answer. Move to the next gate when the work continues with less intervention and the output still fits the intended customer profile.

Run the final gate

Set the final gate around independent execution. The rep should carry the motion from preparation through outcome while you inspect the work and coach the gaps.

Reducing ramp time also helps you learn quickly whether the rep will succeed in the role.¹⁰ Use repeated misses to choose a response: change the assignment, increase the coaching, or revisit the preparation that supports the task. Tie the decision to observed work so the plan can separate a temporary skill gap from a deeper fit problem.

Model expected productivity as a curve across the ramp. A rep does not sit at zero productivity for six months and then jump to 100 percent.¹¹ Set intermediate expectations and compare actual performance with the next gate at each review.

Run fixed checkpoints

Checkpoints create the control loop for the plan. They give the rep a clear moment to show progress and give you a place to change the next assignment.

Schedule check-ins at Day 7, 30, 60, and 90.¹² At each one, ask what the rep can explain without help, what they can perform without rescue, and what output shows they are ready for the next gate.

End every check-in with a written decision about the next task and the support attached to it. If the rep clears the gate, increase the independence of the work. If the rep misses it, keep the outcome visible and assign practice that addresses the specific gap.

What not to do

A ramp fails when the schedule measures attendance while the work remains untested. Keep these failure modes in view as you run the plan.

• Do not turn product training into a knowledge dump. Too much product training can be counterproductive.¹³
• Do not leave a lesson without active coaching.¹⁴
• Do not let the rep stay in observation mode. After learning and observing, the rep needs to do the work themselves.¹⁵
• Do not model ramp as zero productivity followed by a jump to 100 percent after six months.¹¹
• Do not treat any pipeline as good pipeline. When SDRs consistently generate leads that fit the ideal customer profile, conversion rates from SDR-generated leads to qualified opportunities to won deals hold as pipeline increases.¹⁶