Oh, I've been through almost exactly this! A company asked me to put together a 90-day go-to-market plan as part of their process, which felt equally overwhelming at first. What actually helped me was treating it less like a homework assignment and more like a real conversation starter.
Instead of trying to have all the answers, I built my plan around clearly labeled assumptions. Something like "Assuming the current sales team is 5 people, I'd project X by month 8" — that way you're showing your thinking without pretending you have insider knowledge you don't actually have yet.
A few things that seemed to land well with the hiring panel:
- Tying every goal back to a specific metric they'd mentioned in earlier interviews
- Including a "risks and unknowns" section — it showed self-awareness rather than overconfidence
- Keeping the visual layout clean so the logic was easy to follow in a 10-minute presentation
One practical tip: call out in the document itself that this plan would evolve once you're inside and have access to real data. It reframes the whole thing as a collaborative starting point, not a binding contract.
Curious though — did they give you any guidance on scope or format, or were they pretty vague about what they actually wanted to see? That ambiguity alone can tell you a lot about the company culture!
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