Hiring is only the start. A new Head of Real Estate Marketing needs to understand portfolios, audiences, data, internal decisions and external partners before campaigns or sales materials can be prioritised responsibly.
This 30-60-90 day plan gives employers a practical onboarding framework. It defines outcomes rather than a calendar of meetings and can be adapted for development, existing portfolios, sales or lettings in Germany and Switzerland.
Before the start: clarify the mandate and decision rights
Before day one, record which assets, regions and audiences sit within the role. Separate operational campaign work from portfolio and pricing decisions retained by the executive team, development or sales.
Also identify who approves information. A marketing leader can work reliably only when product, timing, pricing and building data have clear owners.
- Document the portfolio, marketing stage and primary audiences.
- Set decision rights for positioning, budget, agencies and channels.
- Name interfaces with development, asset management, sales, legal and executives.
- Provide access to existing materials, data sources, contracts and approval routes.
- Agree three written outcomes for days 30, 60 and 90.
Days 1–30: understand the portfolio and marketing system
During the first month, the new leader should not rush to replace everything. The expected outcome is a structured view: which assets are at which stage, who the audiences are, which claims are supported and where marketing and sales handovers break down.
A useful first output is a short baseline review with prioritised open questions. It makes assumptions visible without pretending that the final strategy is already known.
- Organise the asset and development pipeline by stage, region and audience.
- Review websites, brochures, portals, presentations and sales materials.
- Interview development, sales, asset management and external partners.
- Define each existing metric by source, calculation, period and owner.
- Prioritise information gaps, duplicated work and critical approvals.
Days 31–60: set priorities and a working rhythm
In month two, the new leader turns the baseline into an agreed plan. Every priority asset needs an audience, value proposition, responsible channels, budget and a clear handover to sales or lettings.
Agree a simple operating rhythm for briefs, approvals and performance reviews. This turns a list of isolated activities into a manageable marketing process.
- Prioritise the key assets and audiences for the next quarter.
- Align positioning and core messages with supported asset information.
- Introduce one briefing template for internal teams, brokers and agencies.
- Define lead handover to sales or lettings, including ownership.
- Agree reporting around a small number of clearly defined measures.
Days 61–90: deliver a roadmap, pilot and governance
By day 90, the leader should show how decisions will be made and results reviewed. Outputs include a prioritised roadmap, one completed pilot for a suitable asset and a clear list of risks or dependencies requiring management decisions.
Do not assess success only by the number of campaigns launched. More useful signs are reasoned priorities, better information quality and a working handover between marketing and sales.
- Present a 6- to 12-month marketing roadmap with dependencies.
- Complete one bounded pilot with an objective, approvals and review.
- Explain budget and agency recommendations transparently.
- Document permanent ownership for data, approvals and brand decisions.
- Identify unresolved management decisions and next-quarter priorities.
Germany and Switzerland: check information quality locally
The marketing process must reflect local information requirements and documents. In Germany, section 87 of the Building Energy Act specifies information for commercial property advertisements when an energy certificate is available. In Switzerland, the GEAK is the cantons’ official building energy label; whether it is mandatory on a change of ownership depends on the canton.
The new marketing leader does not need to make every legal judgement alone. They should build a dependable workflow in which the responsible specialists review and approve asset information before publication.
- Define the property and energy information required before publication in each market.
- Record the source, validity date and approval owner for each claim.
- For Swiss assets, check cantonal requirements instead of applying one national assumption.
- Have legal, technical or energy statements confirmed by the responsible specialists.
Use the plan in the closing conversation with the selected candidate. Agree the outcomes for days 30, 60 and 90 together, then review progress through concrete documents and decisions. Onboarding becomes a controlled transfer of responsibility rather than a sequence of unrelated introductions.
Sources and context
MuJobs editorial practice guide, published on 28 October 2026. The 30-60-90 day plan is an adaptable onboarding aid, not legal advice. The Germany/Switzerland note draws on section 87 GEG and official GEAK information; requirements must be checked for the specific asset and canton.