The first 90 days should turn a legal entity into a controlled operating business. Leadership needs one plan that connects commercial activity with finance, people, systems and compliance.
Days 1–30: establish control
Confirm bank, authorised signatories, approvals, accounting, tax calendar, payroll, contracts, licences and document ownership.
Set weekly leadership reviews and a clear issue-escalation route.
Days 31–60: activate the operating model
Stabilise customer onboarding, sales pipeline, suppliers, invoicing, collections, service delivery and management reporting.
Test whether central and local teams understand responsibilities and handoffs.
Days 61–90: assess performance
Compare actual revenue, margin, cash, hiring and launch milestones with the business case.
Identify assumptions that proved incorrect and decide what must change.
Maintain compliance visibility
Track filings, renewals, employee records, contracts and local-authority requirements. Confirm that evidence is stored and responsibilities are named.
Use authorised advisers for regulated legal, tax and licensing matters.
Make an explicit next-stage decision
At day 90, decide whether to accelerate, refine, hold or reduce investment based on evidence.
Update the twelve-month plan, funding requirement and leadership priorities.