# Senior PM Onboarding Plan: Enterprise Integrations Product Line

**New Hire:** Senior Product Manager (Enterprise Integrations)
**Start Date:** April 7, 2026
**Reports To:** VP of Product
**Company Context:** Series C B2B collaboration SaaS, ~250 employees, fully remote (US/EU)
**Key Context:** 2 PM turnovers in the past year; team morale is fragile and trust needs to be rebuilt deliberately.

---

## 1. Preboarding Checklist (March 24 – April 6)

Complete these items before Day 1 so the new PM arrives to a prepared, welcoming environment.

### IT & Access (Owner: IT/People Ops)
- [ ] Laptop shipped and confirmed delivered (allow 5+ business days for international)
- [ ] Email and Google Workspace / Microsoft 365 account provisioned
- [ ] Slack workspace access with channels: #product, #enterprise-integrations, #all-company, #random
- [ ] Jira / Linear / project management tool access (viewer permissions initially)
- [ ] Product analytics tool access (Amplitude, Mixpanel, or equivalent)
- [ ] CRM read access (Salesforce/HubSpot) for enterprise account context
- [ ] GitHub/GitLab read access to integration repos
- [ ] Figma viewer access
- [ ] VPN credentials and setup instructions
- [ ] 1Password / credential manager invitation
- [ ] Zoom / video conferencing license
- [ ] Notion / Confluence / internal wiki access

### HR & Admin (Owner: People Ops)
- [ ] Offer letter and employment paperwork fully executed
- [ ] Benefits enrollment packet sent with deadline noted
- [ ] Payroll set up and first pay date confirmed
- [ ] Emergency contact form sent
- [ ] Equipment stipend / home office reimbursement policy shared
- [ ] Company org chart shared (with reporting lines for Product, Engineering, Design, Sales, CS)
- [ ] Employee handbook / remote work policy sent

### Manager Prep (Owner: VP of Product)
- [ ] Welcome email sent (warm, personal tone — acknowledge excitement, share what the team is looking forward to)
- [ ] Assign an onboarding buddy (ideally a peer PM or senior engineer on the integrations team, NOT a direct report)
- [ ] Prepare "state of the product" briefing document covering:
  - Current product strategy and OKRs
  - Enterprise integrations roadmap (current quarter + next)
  - Key metrics and recent trends
  - Active enterprise deals dependent on integrations
  - Known tech debt and architectural constraints
  - Previous PM departure context (factual, brief, non-gossipy)
- [ ] Pre-schedule all Week 1 meetings (see schedule below)
- [ ] Notify the integrations engineering team, design partner, and key stakeholders about start date
- [ ] Prepare a "who's who" document: 15–20 key people she'll work with, their roles, communication preferences, and time zones
- [ ] Create a shared onboarding tracker (Google Doc or Notion page) she can reference and update

### Team Preparation (Owner: VP of Product + Engineering Manager)
- [ ] Brief the engineering team: set expectations that the first 2 weeks are listening mode
- [ ] Ask each team member to prepare a short "what I wish the PM knew" note (optional, anonymous OK)
- [ ] Ensure recent sprint retros, post-mortems, and decision logs are organized and accessible
- [ ] Archive or clearly label any outdated documentation from previous PMs

---

## 2. First-Week Schedule (April 7–11)

**Guiding Principle:** The first week is about orientation, relationship-building, and absorbing context — not making decisions or shipping anything. Given past turnover, showing patience and genuine curiosity is more important than demonstrating speed.

### Monday, April 7 — "Welcome & Orient"

| Time (ET) | Duration | Activity | With | Notes |
|-----------|----------|----------|------|-------|
| 10:00 AM | 30 min | Welcome call | VP of Product | Warm welcome, share excitement, walk through the week, answer any logistics questions |
| 10:45 AM | 45 min | IT setup & tooling walkthrough | IT support / Buddy | Screen-share session to verify all tools work; troubleshoot any access issues |
| 11:45 AM | 30 min | HR orientation | People Ops | Benefits, policies, expense process, PTO norms |
| 1:00 PM | 60 min | Company overview & strategy | VP of Product | Company history, mission, business model, competitive landscape, current strategy |
| 2:30 PM | 30 min | Meet your onboarding buddy | Buddy | Informal — buddy explains team norms, unwritten rules, "how things really work" |
| 3:30 PM | 30 min | Self-study | Solo | Read employee handbook, explore Slack channels, set up profile |

### Tuesday, April 8 — "Understand the Product"

| Time (ET) | Duration | Activity | With | Notes |
|-----------|----------|----------|------|-------|
| 10:00 AM | 60 min | Product deep dive: Enterprise Integrations | VP of Product | Current state, roadmap, key bets, what's working, what's not |
| 11:30 AM | 45 min | Product demo (hands-on) | Buddy or Senior Engineer | Walk through the product as a customer would; try setting up an integration |
| 1:00 PM | 60 min | Architecture & technical overview | Engineering Manager | System architecture, integration patterns, API design, tech debt, deployment process |
| 2:30 PM | 45 min | Analytics & metrics walkthrough | Data/Analytics lead | Key dashboards, metric definitions, how to self-serve data |
| 3:30 PM | 60 min | Self-study | Solo | Explore the product hands-on, read recent PRDs, review analytics dashboards |

### Wednesday, April 9 — "Meet the Team"

| Time (ET) | Duration | Activity | With | Notes |
|-----------|----------|----------|------|-------|
| 10:00 AM | 30 min | 1:1 with Engineering Manager | EM (Integrations) | Get to know each other; hear their perspective on the team and product |
| 10:45 AM | 30 min | 1:1 with Design partner | Product Designer | Understand design process, current UX challenges, how PM-Design collaboration has worked |
| 11:30 AM | 45 min | Team standup (observe) | Integrations squad | Just listen and observe; brief self-introduction only |
| 1:00 PM | 30 min | 1:1 with QA/Test lead | QA lead | Quality processes, test coverage, known pain points |
| 1:45 PM | 30 min | 1:1 with Tech Lead / Senior Engineer | Senior IC | Technical perspective on integrations, what they'd prioritize |
| 2:30 PM | 30 min | Virtual team coffee (informal) | Full integrations team | Non-work conversation — personal interests, fun facts, build rapport |
| 3:30 PM | 30 min | Debrief with VP of Product | VP of Product | Quick check-in: how's it going? Any surprises? Adjust the rest of the week if needed |

### Thursday, April 10 — "Understand the Business"

| Time (ET) | Duration | Activity | With | Notes |
|-----------|----------|----------|------|-------|
| 10:00 AM | 45 min | Sales perspective on enterprise integrations | Head of Sales or Senior AE | Win/loss patterns, what customers ask for, competitive gaps |
| 11:00 AM | 45 min | Customer Success perspective | CS lead / Enterprise CSM | Top customer pain points, churn risks, support ticket trends |
| 1:00 PM | 45 min | Marketing & positioning | Product Marketing lead | Current messaging, competitive positioning, upcoming launches |
| 2:00 PM | 30 min | Finance & business metrics | Finance partner or VP of Product | Revenue model, unit economics, how integrations drive expansion revenue |
| 2:45 PM | 60 min | Self-study | Solo | Review 3–5 recent customer calls/recordings (Gong/Chorus); read top Salesforce opportunities |

### Friday, April 11 — "Reflect & Plan"

| Time (ET) | Duration | Activity | With | Notes |
|-----------|----------|----------|------|-------|
| 10:00 AM | 45 min | Customer call observation | Senior AE + Customer | Shadow a live customer call (listen-only); see how integrations come up |
| 11:00 AM | 30 min | Buddy check-in | Buddy | What's clicking? What's confusing? Any gaps in onboarding? |
| 11:45 AM | 45 min | Self-study & reflection | Solo | Write down top 10 observations, questions, and initial hypotheses |
| 1:00 PM | 45 min | Week 1 debrief with VP of Product | VP of Product | Share observations (not recommendations yet); align on Week 2 priorities; discuss listening tour plan |
| 2:00 PM | 30 min | Set up recurring meetings | Solo | Book recurring 1:1s, add team ceremonies to calendar, join relevant Slack channels |

---

## 3. Listening Tour Guide (Weeks 2–4)

### Purpose
The listening tour is the single most important activity in the first 30 days. It builds trust (especially critical given team turnover), surfaces ground truth, and creates the foundation for credible decision-making later.

### Principles
1. **Listen more than you talk.** Aim for a 80/20 listen-to-talk ratio.
2. **Ask, don't tell.** Resist the urge to share past experience or suggest solutions.
3. **Take notes visibly.** It signals respect and follow-through.
4. **Close the loop.** After the tour, share a summary of what you heard (themes, not attribution).
5. **Acknowledge the past.** Don't pretend the turnover didn't happen. Be honest: "I know this team has been through transitions. I'm here to listen and earn trust over time."

### Who to Interview (25–30 conversations)

| Category | People | # Conversations |
|----------|--------|-----------------|
| **Your team** | Every engineer, designer, QA on the integrations squad | 6–8 |
| **Engineering leadership** | EM, Tech Lead, Architect | 2–3 |
| **Product peers** | Other PMs (core product, platform, growth) | 3–4 |
| **Sales & Revenue** | Head of Sales, 2–3 AEs (enterprise-focused), Sales Engineering | 4–5 |
| **Customer Success** | CS lead, 2–3 enterprise CSMs | 3–4 |
| **Customers** | 3–5 enterprise customers (mix of happy, at-risk, churned) | 3–5 |
| **Executive team** | CEO, CTO, VP Sales (if accessible) | 2–3 |
| **Support** | Support lead, 1–2 agents handling integration tickets | 2 |

### Core Interview Questions

**For internal stakeholders:**

1. What's working well with the enterprise integrations product right now?
2. What's the single biggest problem or missed opportunity?
3. What do customers ask you for most often related to integrations?
4. How has the PM transition affected your work? What do you need from a PM that you haven't been getting?
5. If you could change one thing about how product decisions are made here, what would it be?
6. What should I absolutely NOT do in my first 90 days?
7. Who else should I talk to that I might not think of?

**For engineering team members (additional):**

8. What's the most frustrating part of your day-to-day work?
9. Do you feel like you have enough context on WHY we're building what we're building?
10. What technical investments have been deferred too long?
11. How would you describe the team's morale right now? (Ask directly — they'll respect the honesty.)

**For customers:**

1. Walk me through how you use our integrations today.
2. What's working? What's painful?
3. What would you build if you had a magic wand?
4. How do our integrations compare to alternatives you've evaluated?
5. What would make you expand your usage?

### Logistics
- **Duration:** 30–45 minutes per conversation
- **Format:** Video call (camera on); async follow-up via Slack/email if needed
- **Scheduling:** Use Calendly or let the buddy help with intros; schedule in batches by time zone
- **Note-taking:** Use a consistent template (see below); store in a private Notion/Doc

### Listening Tour Note Template

```
## Listening Tour: [Name], [Role]
**Date:**
**Key themes:**
-
-
-

**Direct quotes (noteworthy):**
-
-

**Surprises or new information:**
-

**Action items / follow-ups:**
-

**Morale/sentiment signal (1–5):**
```

### Synthesizing the Listening Tour

At the end of Week 4, create a "What I Heard" document:
- **Top 5 themes** across all conversations (with supporting evidence, not attribution)
- **Key tensions or trade-offs** the team is navigating
- **Quick wins** that multiple people mentioned
- **Deeper investigations** needed before making strategic calls
- Share this document with the VP of Product first, then with the full team. Invite feedback: "Did I get this right? What did I miss?"

---

## 4. Working Agreement Template

This should be co-created with the team during Weeks 2–3. The PM drafts it, then the team edits and ratifies together.

---

### Enterprise Integrations Team — Working Agreement
*Version 1.0 | Created: [Date] | Next Review: [Date + 90 days]*

#### Our Mission
[To be filled in together — e.g., "Make our product the integration hub that enterprise teams can't work without."]

#### Team Composition & Time Zones
| Name | Role | Time Zone | Core Hours (overlap) |
|------|------|-----------|---------------------|
| [New PM] | Product Manager | ET | 10 AM – 4 PM ET |
| [Name] | Engineering Manager | CET | 10 AM – 4 PM ET / 4 PM – 10 PM CET |
| [Name] | Senior Engineer | PT | 10 AM – 4 PM ET / 7 AM – 1 PM PT |
| ... | ... | ... | ... |

**Agreed overlap window:** [e.g., 10:00 AM – 1:00 PM ET daily for synchronous work]

#### Communication Norms

| Channel | Used For | Expected Response Time |
|---------|----------|----------------------|
| Slack (#enterprise-integrations) | Quick questions, updates, FYIs | Same business day |
| Slack DM | Urgent or sensitive topics | Within 2 hours during core hours |
| Email | External comms, formal decisions | 24 hours |
| Jira/Linear comments | Ticket-specific discussion | 24 hours |
| Video call | Complex discussions, brainstorming, retros | Scheduled; ad-hoc OK with notice |
| Notion/Confluence | Specs, PRDs, decision logs, documentation | Async review within 48 hours |

#### Meeting Cadence

| Meeting | Frequency | Duration | Purpose | Required Attendees |
|---------|-----------|----------|---------|--------------------|
| Standup (async) | Daily | N/A (Slack post by 10:30 AM ET) | Progress, blockers | All |
| Standup (sync) | 2x/week | 15 min | Discuss blockers live | All |
| Sprint planning | Biweekly | 60 min | Scope next sprint | All |
| Backlog refinement | Weekly | 45 min | Groom upcoming work | PM, EM, Tech Lead, Design |
| Sprint retro | Biweekly | 45 min | Continuous improvement | All |
| PM–EM 1:1 | Weekly | 30 min | Alignment, priorities, people | PM, EM |
| PM–Design 1:1 | Weekly | 30 min | Design direction, user research | PM, Designer |
| Stakeholder update | Biweekly | 30 min | Progress, risks, asks | PM, VP Product, Sales lead |
| Demo / Show & Tell | Biweekly | 30 min | Celebrate shipped work | Open to all company |

**Meeting principles:**
- Every meeting has an agenda shared 24 hours in advance
- Default to 25-minute or 50-minute meetings (5-min buffer)
- If it can be a Slack thread or Loom video, it doesn't need to be a meeting
- Camera-on preferred but not required; no judgment on background noise or kids

#### Decision-Making

| Decision Type | Who Decides | Who's Consulted | Who's Informed |
|---------------|-------------|-----------------|----------------|
| Sprint priorities | PM (with EM input) | Tech Lead, Design | Team |
| Technical approach | EM + Tech Lead | PM | Team |
| Roadmap (quarterly) | VP Product + PM | EM, Design, Sales, CS | All stakeholders |
| UX/Design direction | Designer + PM | Engineers, CS | Team |
| Escalations / trade-offs | VP Product | PM, EM | Team |

**Decision log:** All significant decisions recorded in [Notion/Confluence link] with context, options considered, rationale, and date. This prevents re-litigating and helps future team members.

#### How We Work Together

**Planning & prioritization:**
- We use [RICE / ICE / weighted scoring] to prioritize the backlog
- PM owns the "what" and "why"; Engineering owns the "how" and "when"
- No work enters a sprint without a clear problem statement and acceptance criteria
- We protect 20% of sprint capacity for tech debt and engineering-initiated improvements

**Feedback & conflict:**
- We give feedback directly, kindly, and promptly — not through back-channels
- Disagreements are healthy; we debate, decide, and commit
- If we're stuck, we escalate to the VP of Product within 48 hours (not 48 days)
- Retros are a safe space; what's said in retro stays in retro unless the team agrees otherwise

**Work/life balance:**
- No expectation of Slack responses outside core hours unless it's a production incident
- PTO is PTO — we don't message people on vacation
- We cover for each other and document enough that the team isn't blocked by any single person

#### What We Expect From Each Other

**The team can expect from the PM:**
- Clear, prioritized backlog with well-defined problems (not solution dictation)
- Customer and business context shared regularly, not hoarded
- Timely decisions — I won't be a bottleneck
- Advocacy for the team's needs to leadership
- Transparency about trade-offs, even when the answer is hard
- Stability and consistency — I'm committed to this team and this role

**The PM expects from the team:**
- Honest, early communication about risks, blockers, and concerns
- Pushback when something doesn't make sense (I want to be challenged)
- Ownership of commitments and quality
- Patience as I learn the product and earn context — I'll ask a lot of questions in the first 60 days

*This is a living document. We'll review it at our 90-day retro and update as needed.*

---

## 5. 30/60/90-Day Success Plan

### Overarching Goals by Phase

| Phase | Theme | Primary Objective |
|-------|-------|-------------------|
| Days 1–30 | **Learn & Listen** | Build relationships, absorb context, earn trust |
| Days 31–60 | **Contribute & Clarify** | Start adding value, sharpen strategy, establish rhythm |
| Days 61–90 | **Own & Lead** | Drive outcomes, ship improvements, present a vision |

---

### Days 1–30: Learn & Listen (April 7 – May 6)

**Focus:** Absorb context, build relationships, understand the product and business deeply. Do NOT try to "make your mark" yet — the team needs to trust you first.

**Key Activities:**
- [ ] Complete all onboarding sessions (Week 1 schedule)
- [ ] Complete listening tour (25–30 conversations)
- [ ] Synthesize and share "What I Heard" document with VP of Product and team
- [ ] Shadow 5+ customer calls (mix of sales demos, CS check-ins, support escalations)
- [ ] Use the product daily as if you were an enterprise admin setting up integrations
- [ ] Review last 6 months of sprint retros, post-mortems, and shipped features
- [ ] Read all active PRDs and in-flight specs
- [ ] Understand the current integration partner ecosystem and API landscape
- [ ] Map the competitive landscape for enterprise integrations (direct and indirect)
- [ ] Attend all team ceremonies as an observer (standup, planning, retro) — participate lightly
- [ ] Have 1:1s with every member of the integrations team (personal + professional)
- [ ] Identify 3–5 "quick win" opportunities from the listening tour
- [ ] Draft working agreement v1 and get team feedback

**Relationship Milestones:**
- [ ] Every team member knows your name, communication style, and working hours
- [ ] VP of Product is confident you understand the business context
- [ ] Engineering team feels heard and cautiously optimistic (not skeptical)
- [ ] You have a working relationship with at least 2 AEs and 2 CSMs

**Success Criteria:**
- You can articulate the top 5 customer pain points from memory
- You can explain the technical architecture at a whiteboard level
- The team rates your first 30 days as "she listened" (not "she told us what to do")
- VP of Product is satisfied with the depth of your "What I Heard" synthesis
- No one on the team is surprised by your priorities or approach

**Explicit Anti-Goals (Days 1–30):**
- Do NOT rewrite the roadmap
- Do NOT reorganize the backlog
- Do NOT introduce a new process or framework
- Do NOT publicly disagree with previous PM decisions (even if you would have done it differently)

---

### Days 31–60: Contribute & Clarify (May 7 – June 5)

**Focus:** Start making tangible contributions. Translate what you learned into action. Begin shaping strategy while continuing to build trust.

**Key Activities:**
- [ ] Co-create the working agreement with the team (finalize and ratify v1)
- [ ] Ship 1–2 quick wins identified during the listening tour (small but visible improvements)
- [ ] Write your first PRD for a meaningful feature or improvement
- [ ] Lead sprint planning for the first time (with EM partnership)
- [ ] Establish a regular stakeholder update cadence (biweekly written update to Sales, CS, leadership)
- [ ] Conduct 3–5 direct customer research interviews for an upcoming initiative
- [ ] Create or refine the enterprise integrations scoring/prioritization framework
- [ ] Partner with Sales Engineering to understand integration implementation patterns
- [ ] Begin drafting a quarterly strategy narrative (not final — a strawman for feedback)
- [ ] Identify and address 1–2 process pain points the team raised in the listening tour
- [ ] Run your first retro as facilitator (ask the EM to co-facilitate if more comfortable)

**Relationship Milestones:**
- [ ] Engineering team trusts you enough to raise concerns directly with you
- [ ] Sales team sees you as a responsive, credible product partner
- [ ] At least 2 customer relationships where they'd take your call directly
- [ ] Peer PMs see you as collaborative (not siloed)

**Success Criteria:**
- You've shipped something (even small) that the team is proud of
- Your first PRD received constructive feedback (not polite silence — engagement means trust)
- Stakeholders report feeling more informed about integrations product direction
- The team's velocity is stable or improving (you haven't disrupted the machine)
- You can present a credible first draft of "where we should go next quarter" to the VP of Product

---

### Days 61–90: Own & Lead (June 6 – July 5)

**Focus:** Fully own the enterprise integrations product line. Drive strategy, make hard calls, and demonstrate the kind of PM leadership the team needs for stability.

**Key Activities:**
- [ ] Present enterprise integrations strategy and roadmap proposal to VP of Product and leadership
- [ ] Finalize quarterly OKRs for the integrations team (co-authored with EM)
- [ ] Ship a meaningful feature or improvement (end-to-end: discovery through delivery)
- [ ] Establish a regular customer advisory group or feedback loop for enterprise integrations
- [ ] Publish a competitive intelligence brief on the integrations landscape
- [ ] Lead a cross-functional planning session for next quarter
- [ ] Conduct a "state of the team" retro focused on how the first 90 days went and what to improve
- [ ] Create or update the integration partner prioritization framework
- [ ] Document key decisions and rationale in the decision log (model the behavior you want)
- [ ] Have a formal 90-day review with VP of Product (two-way: your performance + your needs)

**Relationship Milestones:**
- [ ] The team describes their PM situation as "stable" (the single most important signal)
- [ ] Engineering team actively seeks your input on product decisions (not just tolerating it)
- [ ] Sales team includes you in strategic deal conversations proactively
- [ ] At least one engineer has told you something they wouldn't have told the previous PM

**Success Criteria:**
- You have a board-ready narrative for where enterprise integrations is going and why
- The team's engagement and morale have measurably improved (retro sentiment, Slack tone, voluntary participation in planning)
- At least one shipped improvement has positive customer or revenue signal
- Your working agreement is adopted and referenced by the team (not shelfware)
- VP of Product would say: "She owns this. I don't need to worry about integrations."
- You can answer the question: "Should we invest more or less in enterprise integrations next year?" with data and conviction

---

### Risk Mitigation (Throughout 90 Days)

Given the context of 2 PM turnovers, these risks need active management:

| Risk | Mitigation |
|------|------------|
| Team is guarded / skeptical of yet another PM | Lead with listening. Explicitly acknowledge the transitions. Be consistent — small promises kept > big promises broken. |
| Pressure to "prove yourself" quickly | Align with VP of Product on a learning-first timeline. Quick wins should be team-surfaced, not hero plays. |
| Inheriting undocumented decisions or commitments | During listening tour, ask every stakeholder: "Is there anything that was promised but not documented?" Catalog these. |
| Misalignment between Sales expectations and product reality | Establish direct relationships with AEs early. Create a "commitments tracker" that Sales and Product both see. |
| EU/US time zone friction | Respect the overlap window religiously. Default to async. Record every synchronous decision. |
| Burnout from onboarding intensity | Build in unstructured time. Block "no meeting" afternoons. The buddy should check in on energy, not just tasks. |

---

### Appendix: Key Metrics to Learn and Own

By Day 90, the new PM should be fluent in these metrics and able to speak to trends:

- **Adoption:** # of enterprise accounts with active integrations, integrations per account, activation rate
- **Engagement:** Integration usage frequency, API call volume, data sync success rate
- **Reliability:** Integration uptime, sync failure rate, mean time to resolve integration errors
- **Revenue impact:** Expansion revenue attributed to integrations, deal win rate when integrations are a factor, integration-driven NRR
- **Customer health:** NPS/CSAT for integration experience, integration-related support ticket volume, time to first integration setup
- **Velocity:** Sprint velocity trend, cycle time for integration features, bug escape rate

---

*This plan is a starting framework, not a rigid script. The best onboarding adapts to what the new PM discovers in her first weeks. The VP of Product should check in weekly and adjust the plan based on what's actually happening.*