A 30-60-90 day onboarding plan is mostly waiting. The rep isn't learning for 90 days. They're waiting for someone to build the training, for a manager to have a free hour to play the buyer, and for someone to decide, usually on gut feel, that they're ready.
This post shows what the same plan looks like when a team runs it on Mentor126. The gates don't change. A rep still has to explain the product back, pass discovery and the top objections out loud, and then show it on real deals. What changes is how long the waiting takes. If you want the full checklist first, start with our 30-60-90 day sales onboarding plan.
The timings below are gates your team sets and each rep passes, not a promise. A rep who passes early moves on early. A rep who doesn't keep practicing until they do.
Why 5, 10 and 45
Each number comes from what is actually slow at that stage. Days 5 and 10 are working days.
- •Day 5 for the Know gate. The course exists before the rep starts, so nothing waits on someone writing training. What's left is the length of the course and whether the rep actually sits down to take it. The course itself is hours, not days. Week one also holds setup, logins and meeting the team, so the end of the first week is a safe gate. If you block the time, most reps clear it in two or three days.
- •Day 10 for the Practice gate. Practice no longer waits for a manager's calendar, so the only limit is the rep's time and attempts. Two working weeks is enough to spread them out, fail, read the feedback and come back the next day, which makes the skill stick better than cramming every attempt into one afternoon or waiting 30 days for the next module.
- •Day 45 for the first real-deal review. This one is barely compressed, on purpose. It depends on how many real calls the rep gets, and that depends on buyers. For an AE running a few discovery calls a week, it takes about a month of live calls to judge. For an SDR making dozens of calls a week, day 30 is usually enough.
Why not 10, 20 and 30? Because the last number is set by your buyers, not by your training. Squeezing it makes the plan look fast without making the rep ready.
Before day one: build the course from your material
This is where most onboarding loses its first weeks: someone has to spend time and resources writing the training. In Mentor126 you build it in Create, in one chat.
- •Import what you already have: the sales deck, product and pricing docs, battle cards, web pages, and recordings of good calls.
- •Attach your sales process to the job role, whether that's Solution Selling, MEDDIC or your own playbook. Roleplays and their grading for that role follow it.
- •Add the new hire to the job role. They get the role's courses automatically, with an email, including courses you published before they joined.
- •Mentor develops an outline and builds the lessons, including readings, quizzes and voice roleplays.
- •Review it before you publish. Mentor flags facts it couldn't find in your sources and places where two sources disagree, so you know what to check.
- •Run the roleplay yourself in preview. You hear the buyer your reps will meet before they do.
The first course is ready to deploy in less than 15 minutes.
Day 5: the Know gate
What the rep proves: they can explain what they sell, who it's for, how it's priced and why customers choose you.
How it's checked:
- •Quizzes on product, pricing and qualification. A rep passes only with a score of 70% or more. Below that, they review what they missed and take it again.
- •A confidence quiz, where the rep says how sure they are of each answer. It shows who is sure and wrong, which is the rep you most need to catch before a buyer does.
- •A short voice roleplay where the buyer asks what you sell and how it's priced. Every roleplay rubric includes getting the facts right.
What you see: each rep's status per lesson in the course's Learners tab, with best score and attempts.
Day 10: the Practice gate
What the rep proves: they can run discovery and handle your top objections out loud, against a buyer who pushes back, and pass on a written rubric.
How it works:
- •The rep talks to an AI "buyer" by voice. The buyer's role, situation and objections come from your own material.
- •Before the call, the rep sees the scenario and the rubric: each criterion, its weight and what each level looks like. They know what good looks like before they try.
- •After the call, the rep gets a grade per criterion, with feedback that quotes what they actually said.
- •The roleplay passes at 70%. A criterion marked "must-pass", such as getting the pricing right, fails the roleplay on its own if the rep misses it.
- •Each pass makes the buyer a little tougher on the next call. The grading does not get easier or harder. Only the buyer's pressure changes.
- •The lesson counts as done only when the rep passes. They can run it again as many times as they want.
What you see: open any rep's attempt to read the grade by criterion, the feedback and the transcript of what was said. The Needs fixing section on the Insights overview lists reps who have tried a lesson several times without passing and criteria where the team scores low. That's where your coaching hour goes.
More on the roleplay itself: AI sales roleplay.
Days 10 to 45: real deals
After the Practice gate, the rep takes real calls. Mentor126 stays useful here, but this stage belongs to the rep, their buyers and their manager.
- •Before a real call, the rep can ask the AI, Mentor, to prep them. Mentor gives a short game plan from your sources and then builds a graded practice call for that conversation.
- •Practice calls show up for managers in the Practice tab under Insights, with each run's score. Managers see the scores, not the rep's chat with Mentor.
- •The manager reviews the first real calls against the same criteria the rep practiced on.
The day-45 check (about day 30 for SDRs): the manager has reviewed a handful of the rep's real calls, and the skills passed in practice hold up with real buyers. From here, coaching gets lighter.
What doesn't get faster
Some parts of the ramp are set by the nature of selling, not by training. Being honest about them is what makes the rest of this plan believable.
- •The sales cycle. A deal that takes three months to close still takes three months. A rep who passed every gate by day 10 still waits on the buyer's calendar, procurement and budget.
- •Territory and pipeline. Building a pipeline takes prospecting time and a market that answers. No course does that for the rep.
- •Relationships. Trust with buyers, and with the sales engineers, the customer success and finance people a rep needs on a deal, builds one conversation at a time.
- •Judgment on real deals. Knowing which deal to push and which to let go comes from working deals, including losing some. Practice prepares a rep for the conversation, not for every call they'll make about a deal.
- •Full quota. Passing on Mentor126 means a rep is ready to talk to buyers. It doesn't mean they're ramped. Measure ramp on real results, over the time your cycle needs.
What does get faster is everything before the first real conversation: the training exists on day one, practice doesn't wait for a free manager, and "ready" is a score against a written standard instead of a feeling.
Where the manager's time goes
The manager doesn't leave onboarding. Their time moves.
- •Less of: explaining the product, playing the buyer for the tenth time, guessing who's ready and not knowing why the others aren't.
- •More of: reading scores before a 1:1, coaching the one or two criteria a rep keeps missing, and reviewing first real calls.
If you want to try this with your next new hire, see how sales onboarding works on Mentor126.