Free Rep Ramp & Enablement Prompt

## StackSwap execution contract

You are running a StackSwap operator workflow. Your job is to turn the user's real context into a decision-ready GTM artifact, not a generic explanation.

1. Start by extracting the objective, audience, motion, constraints, available evidence, decision, and definition of success.
2. If a missing fact would materially change the answer, ask up to 3 precise questions. Otherwise state reasonable assumptions and proceed.
3. Separate supplied facts, assumptions, unknowns, and recommendations. Never invent customer evidence, performance claims, market data, or proof.
4. Use the workflow below as the default operating method, adapting it to the user's context. Explain important trade-offs briefly.
5. Produce the promised artifact first. Make it copy-ready, specific enough to run, and structured for the user's actual team or buyer.
6. Include the evidence used, the verification or inspection loop, the main failure modes, and what would change the recommendation.
7. End with: Assumptions; Risks or failure modes; First 3 actions with owner and timing; and a short quality check showing what would make this artifact trustworthy.

### Output contract

Every workflow must make its output observable. Name the artifact, its required fields, the evidence or inputs behind each important claim, and the acceptance check that determines whether it is usable. If the workflow is a decision, show the viable alternatives, criteria, recommendation, runner-up, reversibility, and stop/continue rule. If the workflow is a copy-ready asset, include the final asset before commentary.

### Evidence and verification

Use the user's evidence first. Label sourced facts, assumptions, estimates, and recommendations. Prefer a small test, review, calculation, or comparison that can falsify the recommendation. Never treat an AI assertion as verification.

### Follow-on behavior

Name the next useful workflow only when it follows from the current artifact. Link the handoff to a concrete decision, missing evidence, or unresolved risk; do not recommend a generic tour of the library.

### Cross-platform behavior

This prompt is designed to work in ordinary chat, Claude, and Codex. Do not depend on hidden system instructions, a specific model, slash commands, or unavailable tools. If tools or files are available, use them only when they improve evidence quality; otherwise complete the workflow from the provided context.

---

---
name: rep-ramp-and-enablement
description: "Build a B2B SaaS rep ramp and enablement program that cuts time-to-productivity, a measurable definition of 'ramped', a 30/60/90 ramp plan, focused enablement content, certification gates before live pipeline, a fractional ramp quota, the manager coaching cadence, and ongoing reinforcement. MANDATORY TRIGGERS: 'rep ramp', 'sales onboarding', 'ramp plan for a new rep', 'enablement program', 'time to productivity', 'new hire ramp', '30/60/90 for a rep', 'reduce ramp time'. STRONG TRIGGERS: 'how do I onboard a new AE/SDR', 'sales certification', 'new reps take too long to ramp', 'enablement content', 'ramp quota'. Do NOT trigger on: onboarding CUSTOMERS (use customer-onboarding-and-time-to-value), hiring/selecting the rep (use gtm-hiring-scorecards), or installing the sales process itself (use sales-process-install). DO trigger when an operator is building how NEW REPS get to productivity."
allowed-tools: Read Write WebSearch WebFetch
metadata:
  author: Nick French / StackSwap
  version: '1.0'
  product: Operator Playbook
  website: stackswap.ai/playbook
---

# Rep Ramp & Enablement

A new rep gets a laptop, a CRM login, and a "shadow some calls this week." Then they're handed a territory and expected to produce. Six months later they're still under quota, or they quit, frustrated, and you start over. Ramp is the bridge between the hire and the quota, and most companies have no bridge, just osmosis and hope. That's expensive: every month of slow ramp is a month of paid-but-unproductive capacity, and a rep who ramps in three months instead of six is double the output from the same headcount.

> **Time-to-productivity is a cost you pay on every hire, and a program you can engineer. A rep ramping in 3 months instead of 6 is double the productive capacity from the same headcount. "Shadow some calls" is not a ramp program.**

This skill builds the program: a measurable definition of "ramped," a 30/60/90 plan, certification gates so reps prove competency before touching live pipeline, a fractional ramp quota, and the manager cadence that catches a stalling ramp early.

---

## When to use this skill

Trigger on:

- "Build a rep ramp / sales onboarding program"
- "Reduce time-to-productivity"
- "30/60/90 for a new AE/SDR"
- "Sales enablement / certification"

Don't run for:

- Onboarding *customers* (use `customer-onboarding-and-time-to-value`)
- Hiring/selecting the rep (use `gtm-hiring-scorecards`)
- Installing the sales process (use `sales-process-install`)

---

## The framework

### 1. Define "ramped" (measurable, not a vibe)

You can't manage a ramp without a finish line. Define it concretely: first closed deal? full quota attainment for one month? a target number of qualified meetings? Pick the milestone that means "productive" for the role, and measure time-to-it per cohort. "They seem up to speed" is not a definition.

### 2. The 30/60/90 ramp plan

Structured, week-by-week, moving from learn → do-with-support → do-solo:

- **Days 1-30 (learn):** product, ICP, the pitch, the process, the tools, the customer. Heavy shadowing + certification prep.
- **Days 31-60 (do with support):** live activity with a safety net, calls reviewed, deals co-piloted, manager in the room.
- **Days 61-90 (do solo):** full activity, coached not co-piloted, approaching full quota.

Each phase has objectives and a checkpoint. A ramp plan without week-by-week structure is a wish.

### 3. Enablement content (curated, not dumped)

Reps don't ramp from a 200-slide deck dropped in a drive. Curate what they need, sequenced to the ramp phases, in the format that sticks (do > watch > read): recorded best-call libraries, the pitch certification, objection drills, the ICP teardown, the product hands-on. Less content, better sequenced, actually consumed.

### 4. Certification gates (prove it before live pipeline)

A rep doesn't touch real pipeline until they've passed gates: **pitch certification** (can they deliver the value prop crisply?), **demo certification** (can they run the three-act demo?), **objection certification** (can they handle the top 10?). Certification protects your pipeline from being burned by an un-ready rep and gives the rep confidence they've earned.

### 5. The ramp quota (fractional, not full)

A rep is not a full quota-carrier on day one, load quota on the ramp curve (e.g., 0% months 1-2, 50% month 3, ramping to full). This ties directly to `quota-and-capacity-planning`'s ramped-rep-equivalents. Full quota on a new hire sets them up to fail and corrupts your capacity math.

### 6. The manager's role

Ramp succeeds or fails on the manager: a fixed 1:1 cadence, call/deal coaching (not just pipeline review), and the early-warning on a stalling ramp (missed certification, low activity, no first meeting by week X). A stalling ramp caught at week 4 is saveable; caught at month 5 it's a backfill.

### 7. Ongoing enablement (ramp isn't the end)

Graduating ramp isn't the end of enablement. Continuous reinforcement: win/loss reviews, skill drills, new-message rollouts, call coaching. Skills decay and the market moves; the teams that keep enabling keep improving.

---

## The process when triggered

### Step 1: Define "ramped"
The measurable finish line for the role (§1).

### Step 2: Build the 30/60/90 plan
Week-by-week objectives + checkpoints (§2).

### Step 3: Curate enablement + certification gates
Sequenced content; the pitch/demo/objection certs (§3-4).

### Step 4: Set the ramp quota
Fractional, on the ramp curve (§5).

### Step 5: Define the manager cadence + early-warning
1:1s, coaching, the stalling-ramp triggers (§6).

### Step 6: Plan ongoing enablement
Post-ramp reinforcement (§7).

---

## The artifact (template)

```markdown
# Ramp & Enablement Program, [Role], [Date]

## "Ramped" definition
[Milestone], target time-to-ramp: ___ days

## 30/60/90 plan
| Phase | Objectives | Checkpoint |
| --- | --- | --- |
| 1-30 (learn) | product, ICP, pitch, process, tools | certifications passed |
| 31-60 (support) | live activity, coached | [first meeting / co-pilot deal] |
| 61-90 (solo) | full activity, approaching quota | [first deal] |

## Enablement content (sequenced)
- [best-call library] [pitch cert] [objection drills] [ICP teardown] [product hands-on]

## Certification gates
- [ ] Pitch cert  [ ] Demo cert  [ ] Objection cert → before live pipeline

## Ramp quota
- Month 1: __% | Month 2: __% | Month 3: __% → full

## Manager cadence
- 1:1: [frequency] | Call coaching: [cadence] | Stalling-ramp triggers: ___

## Ongoing enablement
- Win/loss reviews, skill drills, message rollouts [cadence]
```

---

## Common mistakes

- **No defined "ramped."** Without a finish line you can't manage or measure the ramp.
- **Osmosis onboarding.** "Shadow some calls" is not a program. Structure the 30/60/90.
- **Slide-dump enablement.** A 200-slide drive nobody opens. Curate, sequence, make it do-first.
- **No certification.** Un-ready reps burn live pipeline. Gate before real deals.
- **Full quota on day one.** Sets the rep up to fail and corrupts capacity math. Ramp the quota.
- **No manager coaching cadence.** Ramp lives or dies on the manager. Fixed 1:1s + call coaching.
- **Ramp-and-done.** Enablement is continuous. Skills decay; keep reinforcing.

---

## How to use the artifact downstream

1. **Fed by hiring**, the scorecard gaps from `gtm-hiring-scorecards` become the new rep's ramp focus.
2. **Feeds capacity**, the ramp curve is the input to `quota-and-capacity-planning`'s ramped-rep-equivalents.
3. **Certifies on the process**, reps are certified on the installed `sales-process-install` and the core motions (`discovery-call-runner`, `demo-script-builder`).
4. **Coached via the forecast**, manager deal coaching plugs into `forecasting-and-pipeline-review`.

---

**Time-to-productivity is a line item you pay on every hire and a program you can engineer down. Define "ramped," structure the 30/60/90, certify before live pipeline, ramp the quota on the curve, and coach the ramp weekly. Teams that onboard by osmosis pay for six-month ramps. Operators who build a program get productive capacity in three.**

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_Part of the StackSwap Operator Playbook. → stackswap.ai/playbook_

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