Stepping into a new PMM leadership role is a high-stakes transition that requires more than just learning the product—it requires an immediate audit of people, processes, and cross-functional perceptions. Much like a political administration, the first 100 days are critical for identifying "insight debt," repairing strained relationships with Sales or Product, and setting a vision that moves the team from a tactical service wing to a strategic growth engine. This session provides a structured framework for new VPs and Directors to evaluate their inherited department and establish a leadership mandate. We will discuss how to quickly build credibility with the C-suite, identify early "policy" wins to build momentum, and architect a 12-month roadmap that aligns the team's output with the company's highest-level objectives. Key learnings will include: - Conducting a comprehensive "PMM Health Audit" to identify gaps in talent, tools, and cross-functional influence. - Navigating the politics of change management to reset expectations and "treaties" with Product and Sales leadership. - Building a 100-day transition plan that balances immediate operational stabilization with long-term strategic planning.