Glossary & Terminology

A Business Development Manager (BDM) responsible for marketing consultants to vendors and managing client relationships. Also referred to as "Sales Rep" or "BDM" in the ATS system.

A staffing agency or prime vendor that acts as an intermediary between us and the end client. Vendors post job requirements and receive our candidate submissions. Examples: Apex Systems, TEKsystems, Robert Half.

The actual employer where a consultant works on-site. The end client is the company that ultimately uses the consultant's services. The vendor sits between us and the EC. Examples: Capital One, Wells Fargo, Microsoft.

When a consultant's resume is submitted to a vendor for a specific job requirement. Each submission represents one attempt to place a consultant. A single job can have multiple submissions from different consultants.

A successful outcome where a consultant is hired and a Purchase Order (PO) is issued. This is the end goal of the sales pipeline: Submission → Interview → Placement/PO.

An open position posted by a vendor on behalf of an end client. Salespersons submit consultants against job requirements.

A technical professional (e.g., .NET developer, Java developer) who is marketed to vendors for placement at end clients. Also called "candidate" or "resource" in the ATS.

Consultants currently not placed at any client project and available for new assignments. Being "on bench" means the consultant is ready to be marketed to vendors.

A contracting arrangement where the consultant works through their own corporation. JobRequirementTypeCode = 3 in the ATS system. All dashboard analytics filter for C2C jobs only.

The percentage of submissions that result in at least one interview. Calculated as: (Submissions with Interviews / Total Submissions) × 100. A key quality metric — higher rates mean better-targeted submissions.

The percentage of submissions that result in a placement/PO. Calculated as: (Placements / Total Submissions) × 100. The ultimate measure of sales effectiveness.

How many submissions are needed per interview. A ratio of 5:1 means 5 resumes are submitted for every 1 interview obtained. Lower is better. Also called "submissions per interview."

When submissions get vendor-level interviews but never progress to end-client interviews. Indicates the vendor is screening candidates but the end client isn't advancing them. A sign of poor job-requirement matching or weak candidate positioning.

When a salesperson claims their submission reached an end-client interview (EndClientInterviewFlag = true). This is self-reported data and may be inflated. The "EC Interview" column shows the count of interviews flagged as end-client level. Contrast with vendor-only interviews which are just initial screening calls.

The overall flow of sales activity: Job Requirements → Submissions → Interviews → Placements/POs. Pipeline health is measured by volume at each stage and conversion rates between stages.

The raw count of submissions, interviews, or placements in a given period. High volume without proportional conversions can indicate quality issues.

General term for any conversion percentage. Often used interchangeably with interview rate or placement rate depending on context.

The three-party relationship: Salesperson → Vendor → End Client. A triangle is a unique combination of one SP working with one vendor to place at one end client. Strong triangles have high submissions, interviews, and placements.

A unique relationship between one salesperson and one vendor. Tracks how many submissions, interviews, and placements a specific SP has with a specific vendor over time.

A unique relationship between one vendor and one end client. Shows which end clients a vendor is actively serving with job requirements.

A qualitative assessment of a business relationship: STRONG (active, recent activity, good conversion), MODERATE (some activity, not recent), WEAK (minimal or stale activity).

Comparing the same metric across consecutive years (e.g., 2024 vs 2025 submissions). Used to identify growth, decline, or stability in relationships.

A vendor that works with only one salesperson. Can be a risk if that SP leaves or underperforms, as no other SP has a relationship with the vendor.

A vendor that works with multiple salespersons. Provides relationship redundancy but may also indicate competition or territory overlap between SPs.

Highest-performing salesperson or vendor tier. Typically indicates exceptional volume, strong conversion rates, and consistent placements over time.

High-performing tier with solid results. Above average in submissions and conversions but not quite at the platinum level.

Average-performing tier. Meeting baseline expectations but room for improvement in volume or conversion rates.

Below-average tier. Lower volume and/or conversion rates than expected. May need coaching or re-assignment of accounts.

Salesperson or vendor showing declining performance. Activity levels have dropped significantly and may be heading toward dormancy. Requires management attention.

Lowest tier indicating the relationship should potentially be terminated. Either the SP is not producing results or the vendor is not yielding placements despite significant effort.

A salesperson or vendor that consistently generates placements (POs). Revenue producers are the key drivers of business income. Contrast with "volume submitters" who submit many resumes but close few deals.

A salesperson who submits a high number of resumes but has a low interview/placement rate. Indicates a "spray and pray" approach rather than targeted, quality submissions. Often flagged in the Gaming Investigation page.

A vendor or end client relationship with no submission activity for an extended period (typically 2+ years). These were previously active accounts that have gone silent. Dormant vendors represent lost revenue potential.

The number of years since the last submission to a vendor or end client. Calculated from the last activity date to today. Higher values indicate longer-neglected relationships.

The year when a vendor or relationship had its highest submission volume. Comparing current activity to peak year helps quantify how much business has been lost.

The number of submissions during the peak year. Represents the maximum historical activity level for a vendor or relationship.

A dormant vendor identified as having high potential for reactivation. Selection criteria typically include: high historical placement count, available contact information, and manageable dormancy period. Recovery targets are prioritized for outreach.

CRITICAL — Immediate action needed, high-value dormant account. HIGH — Important recovery target. MEDIUM — Worth pursuing when bandwidth allows. LOW — Nice-to-have recovery.

Vendors or ECs that went dormant within the last 2-3 years. These are the easiest to recover because relationships and contacts are still relatively fresh.

A per-salesperson action plan showing which dormant vendors they previously worked with and should re-engage. Prioritized by historical placements and includes contact information for outreach.

Categories based on how long a vendor has been inactive: Recently Dormant (2-3 yrs), Dormant (3-5 yrs), Long Dormant (5-7 yrs), Very Long Dormant (7+ yrs). Shorter dormancy = easier recovery.

The system of tracking and analyzing contact information (names, emails, phones, titles) for people at vendor and end-client organizations. Used to facilitate relationship recovery and outreach.

The number of unique people we have contact information for at a given organization. Deduplicated by contact name to avoid counting the same person multiple times (they may appear under multiple SP assignments).

How old our contact data is, based on when the contact was created in the ATS: FRESH (0-2 yrs), AGING (2-4 yrs), STALE (4-6 yrs), VERY STALE (6+ yrs). Stale contacts may have changed roles or left the organization.

The percentage of dormant vendors or end clients for which we have at least one contact on file. Higher coverage means more recovery targets can be reached directly.

The salesperson (BDM) linked to a specific contact record. One contact person may be associated with multiple BDMs if multiple salespersons have worked with that organization.

Whether we have an email address on file for a contact. Contacts with emails are more actionable for outreach than those with only phone numbers or no contact details.

Contacts for whom we have names but no LinkedIn profile information. Filling LinkedIn gaps helps verify if contacts are still at the organization and enables social selling outreach.

The set of vendor relationships a salesperson has, including both active and dormant vendors. Shows the salesperson's reach and potential for recovery outreach based on their historical connections.

When salespersons artificially inflate their activity metrics. Common gaming patterns include: submitting to the same vendor repeatedly, self-approving interviews, bulk-submitting unqualified candidates, or claiming EC interviews that didn't happen.

A chronological record of submissions, interviews, and placements that can be reviewed to verify the authenticity of reported activity. Used to detect gaming patterns.

The rate at which submissions are made in a given time period. Unusually high velocity (many submissions in a short period) can indicate gaming or bulk-submitting without proper screening.

An interview that was recorded in the ATS but may not have actually occurred. Detected by looking for interviews with no feedback, no follow-up, or suspicious patterns (e.g., all on the same day).

When a salesperson relies too heavily on a single vendor for most of their activity. If that vendor relationship deteriorates, the SP's entire pipeline collapses.

When a salesperson appears to be creating or approving their own submissions/interviews without proper oversight. A red flag for gaming investigation.

A significant decline in sales pipeline activity observed in 2023. The collapse investigation page analyzes what caused the drop — whether it was market-driven, due to personnel changes, vendor losses, or internal issues.

The direction of a metric over time. Shown as ▲ (increasing), ▼ (decreasing), or ▶ (flat). Multi-year trends are more reliable than single-period comparisons.

An average calculated over a sliding window of time periods (e.g., 3-month rolling average). Smooths out fluctuations to reveal underlying trends.

The expected or normal level of activity based on historical data. Used as a comparison point to identify unusual spikes or drops in metrics.

When salespersons leave the organization, taking their vendor relationships with them. A major cause of pipeline decline. The impact is measured by how many vendor relationships become orphaned.

A vendor that no longer has an active salesperson managing the relationship, typically due to SP attrition. Orphaned vendors quickly become dormant if not reassigned.

The collection of vendor accounts managed by a salesperson or by the organization as a whole. Portfolio analysis shows account distribution, concentration, and health.

A high-value vendor account that receives priority attention due to historical placement volume, revenue potential, or strategic importance.

A vendor account showing increasing activity over recent periods. Growth accounts should receive continued investment and relationship deepening.

A vendor account showing decreasing activity over recent periods. Needs attention to understand why activity is dropping and whether the relationship can be stabilized.

The proportion of a vendor's total staffing needs that we are capturing. A vendor may place 100 consultants per year but only 5 from us, meaning low wallet share despite an active relationship.

The recommended approach for managing a vendor: Grow (invest more), Maintain (sustain current effort), Harvest (take what comes, don't invest), Divest (wind down the relationship).

The source database containing all operational data: submissions, interviews, job requirements, contacts, and organizations. All dashboard metrics are derived from ATS data.

A measurable value that indicates how effectively an objective is being achieved. Dashboard KPIs include: total submissions, interview rate, placement count, active vendors, and pipeline health scores.

This dashboard is designed for CFO-level visibility into sales operations. It focuses on financial impact, ROI of sales activity, and strategic decision-making rather than day-to-day operational details.

The technology specialization of a consultant or job requirement (e.g., .NET, Java, React, Angular, SQL). Used to categorize and match consultants to appropriate job openings.

A vendor with at least one submission in the current analysis period. Contrast with dormant vendors which have had no activity for 2+ years.

The time window used for calculating metrics. Most dashboard pages analyze data from 2022 to present (2026), with the ability to filter or compare across years.

When metrics say "Total Vendors" or "Total ECs," they count unique organizations, not duplicate appearances across different SPs or time periods. Deduplication ensures accurate counts.