Week 1 — understand the business and customer
Start with how the company makes money, who the priority customers are, what problems they face, who buys and why those problems matter. Product learning should be anchored to customer context.
- Business model
- ICP and segments
- Buyer roles
- Customer problems
- Core value propositions
Week 2 — learn the sales operating model
Teach how the company targets, engages, qualifies, progresses and governs opportunities. New hires should understand stage gates, required evidence, CRM expectations, assets and review rhythms.
- Targeting rules
- Discovery standard
- Qualification
- Stage progression
- Pipeline governance
Week 3 — practise conversations
Shift from content consumption to application. Use role plays, objection scenarios, discovery simulations, value-articulation practice and manager feedback.
Practice should reflect the company's actual buyers and commercial context.
Week 4 — demonstrate readiness
Use observed simulations, account preparation, opportunity scenarios and a structured readiness assessment before expecting full independence.
The objective is not perfect performance. It is evidence that the new hire understands the operating system and can apply the fundamentals.
What leadership should measure
Track capability development, not just module completion. Useful measures include customer understanding, conversation quality, qualification discipline, correct use of assets and ability to explain next steps.
Time-to-first-activity is easy to measure. Time-to-revenue-readiness is more valuable.