RS
Stage 05 · 90-Day Plan

First 90 days at ZEIL

ZEIL moves fast. A Product Owner who needs three months to "settle in" is the wrong hire. This plan is built for velocity: listen hard, take a position, and ship something the marketplace feels.

Days 0–30

Listen fast · understand the marketplace

  • 1:1s across Engineering, Design, Commercial, Marketing

    Map the people, the rituals, and the in-flight bets. ZEIL is small and fast — I want context, not permission.

  • Live in the product · live in the data

    Use ZEIL as a candidate AND as an employer. Pull funnel data on jobs posted, applies, time-to-fill, match quality. Independently form a view of where the marketplace leaks.

  • Talk to 10 candidates and 10 employers

    Strategic researcher means doing the research. I'll bring my own findings to leadership, not wait to be briefed.

  • Confirm what 'success' looks like for the next 6 months

    Document the bar with leadership in writing. Then go.

Days 30–60

Take a position · structure the work

  • Bring 3 sharp opportunities — with structured plans

    Translate findings into clear project plans, product flows, and execution strategies. Pick a hill, defend it, and run.

  • Cross-functional alignment cadence

    Lightweight rituals between Engineering, Design, Commercial, Marketing so decisions surface fast, not in side-channels.

  • Risk and gap register

    Identify blockers before they become problems. JD calls this out — I'll make it visible week one and keep it living.

  • Pick one shippable improvement for days 60–90

    Something a candidate or employer feels — proof the loop works at speed.

Days 60–90

Ship · measure · iterate

  • Ship the identified improvement

    Through ZEIL's existing release flow. The win is the increment, not the splash.

  • Measure with honesty

    Did the marketplace metric move? If not, why not, and what's the next bet?

  • Process improvement

    Continuously identify improvements in process, product and execution — JD bullet, taken seriously.

  • Frameworks the team can rely on

    Documentation and reporting that survives whether or not I'm in the room.

See the Closing Brief →