First 90 days

What I would do first

Learn the team and the buildings before changing anything, fix what is slowing people down, then show real movement by day 90.

Days 1 to 30

Listen first

Learn all six teams, the supervisors running them, and the real numbers before I change anything.

What I would do

Sit down one on one with each of the six supervisors. How they run their team, what they are good at, what is in their way, and what support looks like to them.
Spend a day in the field with each team and ride along with reps so I see the work myself, not just the report.
Read the numbers team by team and rep by rep: activity, connects, close rate, attach, and how close last quarter's forecast came to reality.
Go through the CRM honestly with each supervisor: stage definitions, aging deals, and where the pipeline is not telling the truth.
Write down the starting numbers for all six teams and share them so everyone sees the same baseline.
Introduce myself to my counterparts in Construction, Operations, Marketing, Care and Installation before I need anything from them.

How you would know it worked

One on one done with all six supervisorsField day completed with every teamBaseline numbers written down and shared

Days 31 to 60

Protect what works, fix what is in the way

Keep what each team is already doing well, change only what is clearly slowing people down, and get one shared rhythm running across all six.

What I would do

Name what is already working on each team, the habits, the accounts and the people carrying it, and protect that before I change anything.
Set one weekly rhythm the whole group runs: numbers on Monday, field time midweek, one on ones, and a weekly review with the six supervisors together.
Coach the supervisors on coaching. I ride with them while they coach their own reps and give them the same day feedback I would give a rep.
Tighten the forecast across all six teams. Clear stage criteria, rules for stale deals, and one place everyone looks.
Get on the same page with Construction and Operations about serviceability, install timing, and who to call when something slips.
Take proposed changes to my manager and to peer leaders for a second set of eyes before rolling anything out, instead of deciding alone.

How you would know it worked

One shared weekly rhythm running across all six teamsEvery supervisor coached in the field at least twiceForecast closer to actuals than the first 30 daysChanges reviewed with leadership before rollout

Days 61 to 90

Run it and prove it

Work the plan, show real movement, and make sure it keeps running without me in the room.

What I would do

Run the full weekly rhythm with one scorecard covering all six teams, visible to everyone.
Hold every team to the same standard and work the gaps that are still there, team by team.
Write down how we work, from first contact to the customer handoff, so a new supervisor or rep can pick it up.
Give the strongest supervisors and reps something real to own so the next leader comes from inside the group.
Show leadership what moved across the group: activity, connects, close rate and attach against the day one numbers.
Bring a plan for the next two quarters with targets by team and territory.

How you would know it worked

Connects, close rate and attach up against day one across the six teamsPlaybook written and being usedNext two quarters planned and presented