Because trust is the real runway.
Starting a new role, whether it’s a CXO seat in a PE-backed company or your next big move, is like landing in the middle of a moving train.
The business is running. Teams have momentum. There are existing ways of doing things. But you’re expected to drive change.
That’s why the first 90 days matter more than most people admit. Not just to prove capability, but to build what actually powers scale: trust across teams.
Rethinking the First 90 Days
Most people treat the 90-day plan like a checklist:
- Meet stakeholders
- Understand the P&L
- Review key processes
These are important but tactical.
The real opportunity isn’t in ticking boxes but in building momentum. Your first 90 days should be about creating visible impact, earning trust, and laying the emotional and operational groundwork for what comes next. In other words, treat your first 90 days as a value creation sprint.
What the 90-Day Sprint Should Actually Look Like
1. Quick Wins Are Your First Currency
In your first 30 days, find one or two operational pain points that are:
- Highly visible across the org
- Causing real friction or slowing down revenue
- Frustrating teams on the ground
Then fix them, quickly and openly.
Not to show off, but to signal that you’re:
- Paying attention
- Willing to roll up your sleeves
- Able to move things forward across teams
These early wins aren’t just fixes. They build trust and compound fast.
Relationships Matter More Than Roadmaps
Don’t treat cross-functional intros as a formality. Spend real time with peers in Sales, Product, Finance, HR — not just to learn what they do, but to ask: “What do you wish my team did better?”
These early, honest conversations help you uncover tensions, spot gaps, and signal that you’re here to collaborate, not control. And with your own team, focus on connecting the why to the work. That’s how you stop being the “new boss” and start becoming a trusted force multiplier.
Don’t Sell a Vision — Co-Create One
Your first 90 days aren’t for bold plans but for quiet observation.
Use this time to:
- Understand ground realities
- Test assumptions
- Notice what people really care about
Invite others into your thinking. Ask, listen, share early ideas.
When people feel involved, they don’t need convincing —they already see themselves in the direction you’re shaping.
In PE-Backed Companies, the Clock Ticks Faster
In a PE environment, expectations are sharper. Investors want traction, not theory.
That’s why your first 90 days should be an ops-led execution sprint:
- Fix what’s broken
- Unblock what’s stuck
- Streamline what’s slow
Before chasing scale, earn the right to lead by stabilizing what’s already in motion.
Speed without depth falls flat and detail without urgency misses the moment. In PE, only the combination builds trust.
Trust Is the Real Runway
Whether you are joining a new company or stepping in after an acquisition, the first 90 days aren’t about making noise.
They are about earning signal, building the kind of trust that makes people take your calls, back your decisions, and follow your lead.
That trust doesn’t come from titles. It comes
from early wins, real conversations, and
consistent follow-through. Because in the long
run, trust is what gives you the room to lead
and the runway to build.
In the end, it’s not about proving yourself. It’s about becoming someone the business wants to bet on.
#LeadershipTransitions #ValueCreation #90DayPlan #OperationsLeadership #PrivateEquity
