Glossary of Metrics
Sections
Cohorts
Cohorts
Logo Retention 6M/12M
The percentage of customers retained over six or twelve months, based on the number of customer accounts (logos). It indicates customer loyalty and satisfaction over these respective periods.
If a company starts with 100 customer accounts and retains 85 after six months, the 6-month logo retention is 85%. If it retains 70 accounts after one year, the 12-month logo retention is 70%.
Cohorts
Logo Retention 6M/12M
The percentage of customers retained over six or twelve months, based on the number of customer accounts (logos). It indicates customer loyalty and satisfaction over these respective periods.
If a company starts with 100 customer accounts and retains 85 after six months, the 6-month logo retention is 85%. If it retains 70 accounts after one year, the 12-month logo retention is 70%.
Cohorts
Logo Retention 6M/12M
The percentage of customers retained over six or twelve months, based on the number of customer accounts (logos). It indicates customer loyalty and satisfaction over these respective periods.
If a company starts with 100 customer accounts and retains 85 after six months, the 6-month logo retention is 85%. If it retains 70 accounts after one year, the 12-month logo retention is 70%.
Cohorts
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Cohorts
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Cohorts
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Cohorts
Revenue Retention 6M/12M
The percentage of revenue retained from existing customers over six or twelve months. It shows the company’s ability to maintain revenue from its customer base over these respective periods.
If a company generates $1 million in revenue from existing customers and retains $900,000 after six months, the 6-month revenue retention is 90%. If $800,000 is retained after one year, the 12-month revenue retention is 80%.
Cohorts
Revenue Retention 6M/12M
The percentage of revenue retained from existing customers over six or twelve months. It shows the company’s ability to maintain revenue from its customer base over these respective periods.
If a company generates $1 million in revenue from existing customers and retains $900,000 after six months, the 6-month revenue retention is 90%. If $800,000 is retained after one year, the 12-month revenue retention is 80%.
Cohorts
Revenue Retention 6M/12M
The percentage of revenue retained from existing customers over six or twelve months. It shows the company’s ability to maintain revenue from its customer base over these respective periods.
If a company generates $1 million in revenue from existing customers and retains $900,000 after six months, the 6-month revenue retention is 90%. If $800,000 is retained after one year, the 12-month revenue retention is 80%.
Concentration
Concentration
Average to Median Revenue
Identifies whether the revenue distribution is balanced or disproportionately influenced by a few large values. A ratio close to 1 implies relatively equal distribution.
If a dataset consisted of [1,2,99], then the average to median ratio would be 34 / 2 = 17. If a dataset consisted of [10,10,10], then the average to median ratio would be 10 / 10 = 1.
Concentration
Average to Median Revenue
Identifies whether the revenue distribution is balanced or disproportionately influenced by a few large values. A ratio close to 1 implies relatively equal distribution.
If a dataset consisted of [1,2,99], then the average to median ratio would be 34 / 2 = 17. If a dataset consisted of [10,10,10], then the average to median ratio would be 10 / 10 = 1.
Concentration
Average to Median Revenue
Identifies whether the revenue distribution is balanced or disproportionately influenced by a few large values. A ratio close to 1 implies relatively equal distribution.
If a dataset consisted of [1,2,99], then the average to median ratio would be 34 / 2 = 17. If a dataset consisted of [10,10,10], then the average to median ratio would be 10 / 10 = 1.
Concentration
GINI Coefficient
A measure of revenue concentration, ranging from 0 to 1.
A Gini coefficient of 0 means every customer generates equal revenue, while a Gini coefficient of 1 means one customer generated all revenue.
Concentration
GINI Coefficient
A measure of revenue concentration, ranging from 0 to 1.
A Gini coefficient of 0 means every customer generates equal revenue, while a Gini coefficient of 1 means one customer generated all revenue.
Concentration
GINI Coefficient
A measure of revenue concentration, ranging from 0 to 1.
A Gini coefficient of 0 means every customer generates equal revenue, while a Gini coefficient of 1 means one customer generated all revenue.
Concentration
IRR (Internal Rate of Return)
A metric used to estimate the profitability of potential investments. It is the discount rate that makes the net present value (NPV) of cash flows from an investment equal to zero.
If an investment of $100,000 generates annual cash flows of $30,000 for 5 years, and the IRR is calculated to be 15%, this means the investment is expected to yield an annual return of 15%, making the NPV of the investment zero at that rate.
Concentration
IRR (Internal Rate of Return)
A metric used to estimate the profitability of potential investments. It is the discount rate that makes the net present value (NPV) of cash flows from an investment equal to zero.
If an investment of $100,000 generates annual cash flows of $30,000 for 5 years, and the IRR is calculated to be 15%, this means the investment is expected to yield an annual return of 15%, making the NPV of the investment zero at that rate.
Concentration
IRR (Internal Rate of Return)
A metric used to estimate the profitability of potential investments. It is the discount rate that makes the net present value (NPV) of cash flows from an investment equal to zero.
If an investment of $100,000 generates annual cash flows of $30,000 for 5 years, and the IRR is calculated to be 15%, this means the investment is expected to yield an annual return of 15%, making the NPV of the investment zero at that rate.
Concentration
Revenue Share of Top 10 Users
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 10 is 40% for a company with $1M revenue from 100 customers sorted from most revenue to least where the top 10 customers contributed $400k total revenue. This indicates high concentration.
Concentration
Revenue Share of Top 10 Users
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 10 is 40% for a company with $1M revenue from 100 customers sorted from most revenue to least where the top 10 customers contributed $400k total revenue. This indicates high concentration.
Concentration
Revenue Share of Top 10 Users
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 10 is 40% for a company with $1M revenue from 100 customers sorted from most revenue to least where the top 10 customers contributed $400k total revenue. This indicates high concentration.
Concentration
Revenue Share of Top 20%
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 20% is 80% for a company with $1M revenue from 10k customers sorted from most revenue to least where the top 2k customers contributed $800k total revenue. This indicates high concentration.
Concentration
Revenue Share of Top 20%
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 20% is 80% for a company with $1M revenue from 10k customers sorted from most revenue to least where the top 2k customers contributed $800k total revenue. This indicates high concentration.
Concentration
Revenue Share of Top 20%
Identifies how much of a company’s revenue is concentrated in its most valuable customers to highlight dependence on a small customer base and potential risks if these customers are lost.
The revenue share of the top 20% is 80% for a company with $1M revenue from 10k customers sorted from most revenue to least where the top 2k customers contributed $800k total revenue. This indicates high concentration.
Financials
Financials
Annualized Revenue
Revenue projected for a full year based on current or partial-year data. It helps in forecasting and comparing financial performance.
If a company generates $500,000 in a month, its annualized revenue would be $6 million ($500,000 x 12).
Financials
Annualized Revenue
Revenue projected for a full year based on current or partial-year data. It helps in forecasting and comparing financial performance.
If a company generates $500,000 in a month, its annualized revenue would be $6 million ($500,000 x 12).
Financials
Annualized Revenue
Revenue projected for a full year based on current or partial-year data. It helps in forecasting and comparing financial performance.
If a company generates $500,000 in a month, its annualized revenue would be $6 million ($500,000 x 12).
Financials
Annualized Revenue Rolling Quarter
Similar to annualized revenue but calculated on a rolling quarterly basis, instead of using only the latest period, to provide a smooth view of profitability trends.
Financials
Annualized Revenue Rolling Quarter
Similar to annualized revenue but calculated on a rolling quarterly basis, instead of using only the latest period, to provide a smooth view of profitability trends.
Financials
Annualized Revenue Rolling Quarter
Similar to annualized revenue but calculated on a rolling quarterly basis, instead of using only the latest period, to provide a smooth view of profitability trends.
Financials
Burn Multiple
A metric used to assess how efficiently a startup or company is using its cash to generate revenue growth.
A burn multiple of 2.0x means every 2 dollars expensed leads to one dollar in new revenue.
Financials
Burn Multiple
A metric used to assess how efficiently a startup or company is using its cash to generate revenue growth.
A burn multiple of 2.0x means every 2 dollars expensed leads to one dollar in new revenue.
Financials
Burn Multiple
A metric used to assess how efficiently a startup or company is using its cash to generate revenue growth.
A burn multiple of 2.0x means every 2 dollars expensed leads to one dollar in new revenue.
Financials
COGS (Cost of Goods Sold)
The direct costs of producing goods or services sold by a company, including materials and labor.
If a company incurs $300,000 in costs to produce $1 million in sales, the COGS is $300,000.
Financials
COGS (Cost of Goods Sold)
The direct costs of producing goods or services sold by a company, including materials and labor.
If a company incurs $300,000 in costs to produce $1 million in sales, the COGS is $300,000.
Financials
COGS (Cost of Goods Sold)
The direct costs of producing goods or services sold by a company, including materials and labor.
If a company incurs $300,000 in costs to produce $1 million in sales, the COGS is $300,000.
Financials
Gross Margin
The percentage of revenue remaining after deducting the cost of goods sold (COGS). It measures production efficiency and profitability.
A gross margin of 40% means the company retains $0.40 for every $1 of revenue after covering production costs.
Financials
Gross Margin
The percentage of revenue remaining after deducting the cost of goods sold (COGS). It measures production efficiency and profitability.
A gross margin of 40% means the company retains $0.40 for every $1 of revenue after covering production costs.
Financials
Gross Margin
The percentage of revenue remaining after deducting the cost of goods sold (COGS). It measures production efficiency and profitability.
A gross margin of 40% means the company retains $0.40 for every $1 of revenue after covering production costs.
Financials
Gross Margin (Latest Quarter)
The percentage of revenue that remains after covering all costs of goods sold, indicating how efficiently a company is producing or delivering its products or services relative to its revenue.
A gross margin of 40% means the company retains 40 cents for every $1 of income, after accounting for the costs of goods sold.
Financials
Gross Margin (Latest Quarter)
The percentage of revenue that remains after covering all costs of goods sold, indicating how efficiently a company is producing or delivering its products or services relative to its revenue.
A gross margin of 40% means the company retains 40 cents for every $1 of income, after accounting for the costs of goods sold.
Financials
Gross Margin (Latest Quarter)
The percentage of revenue that remains after covering all costs of goods sold, indicating how efficiently a company is producing or delivering its products or services relative to its revenue.
A gross margin of 40% means the company retains 40 cents for every $1 of income, after accounting for the costs of goods sold.
Financials
Gross Margin (Rolling Quarter)
Similar to gross margin but calculated on a rolling quarterly basis to provide a smooth view of profitability trends.
A rolling quarterly gross margin of 38% indicates the company consistently retains 38% of revenue after COGS over the last quarter.
Financials
Gross Margin (Rolling Quarter)
Similar to gross margin but calculated on a rolling quarterly basis to provide a smooth view of profitability trends.
A rolling quarterly gross margin of 38% indicates the company consistently retains 38% of revenue after COGS over the last quarter.
Financials
Gross Margin (Rolling Quarter)
Similar to gross margin but calculated on a rolling quarterly basis to provide a smooth view of profitability trends.
A rolling quarterly gross margin of 38% indicates the company consistently retains 38% of revenue after COGS over the last quarter.
Financials
Magic Number
A financial metric that evaluates how efficiently a company can grow its revenue relative to its sales and marketing expenses.
A magic number > 1 indicates efficient growth, while a magic number < 1 suggests inefficient growth (company spending more on acquisition than its gain).
Financials
Magic Number
A financial metric that evaluates how efficiently a company can grow its revenue relative to its sales and marketing expenses.
A magic number > 1 indicates efficient growth, while a magic number < 1 suggests inefficient growth (company spending more on acquisition than its gain).
Financials
Magic Number
A financial metric that evaluates how efficiently a company can grow its revenue relative to its sales and marketing expenses.
A magic number > 1 indicates efficient growth, while a magic number < 1 suggests inefficient growth (company spending more on acquisition than its gain).
Financials
Operating Income
The profit a company makes from its core business operations, calculated as revenue minus operating expenses.
If a company generates $5 million in revenue and incurs $3 million in operating expenses, the operating income is $2 million.
Financials
Operating Income
The profit a company makes from its core business operations, calculated as revenue minus operating expenses.
If a company generates $5 million in revenue and incurs $3 million in operating expenses, the operating income is $2 million.
Financials
Operating Income
The profit a company makes from its core business operations, calculated as revenue minus operating expenses.
If a company generates $5 million in revenue and incurs $3 million in operating expenses, the operating income is $2 million.
Financials
Operating Margin
The percentage of revenue left after paying for variable costs of production, showing the efficiency of operations.
If a company has $1 million in revenue and $800,000 in operating costs, the operating margin is 20%.
Financials
Operating Margin
The percentage of revenue left after paying for variable costs of production, showing the efficiency of operations.
If a company has $1 million in revenue and $800,000 in operating costs, the operating margin is 20%.
Financials
Operating Margin
The percentage of revenue left after paying for variable costs of production, showing the efficiency of operations.
If a company has $1 million in revenue and $800,000 in operating costs, the operating margin is 20%.
Financials
Operating Margin (Latest Quarter)
The percentage of revenue that remains after covering all operating expenses, showing how efficiently a company is generating profit from its core business operations.
An operating margin of -200% means the company is expensing $2 for every $1 of income.
Financials
Operating Margin (Latest Quarter)
The percentage of revenue that remains after covering all operating expenses, showing how efficiently a company is generating profit from its core business operations.
An operating margin of -200% means the company is expensing $2 for every $1 of income.
Financials
Operating Margin (Latest Quarter)
The percentage of revenue that remains after covering all operating expenses, showing how efficiently a company is generating profit from its core business operations.
An operating margin of -200% means the company is expensing $2 for every $1 of income.
Financials
Operating Margin (Rolling Quarter)
Operating margin calculated on a rolling quarterly basis, providing a moving average view of operational efficiency.
A rolling quarterly operating margin of 15% means the company has sustained a 15% margin over the last three months.
Financials
Operating Margin (Rolling Quarter)
Operating margin calculated on a rolling quarterly basis, providing a moving average view of operational efficiency.
A rolling quarterly operating margin of 15% means the company has sustained a 15% margin over the last three months.
Financials
Operating Margin (Rolling Quarter)
Operating margin calculated on a rolling quarterly basis, providing a moving average view of operational efficiency.
A rolling quarterly operating margin of 15% means the company has sustained a 15% margin over the last three months.
Financials
Revenue
The total income generated by the sale of goods or services. It’s a fundamental indicator of a company’s financial performance.
A company generating $5 million in sales would report $5 million in revenue.
Financials
Revenue
The total income generated by the sale of goods or services. It’s a fundamental indicator of a company’s financial performance.
A company generating $5 million in sales would report $5 million in revenue.
Financials
Revenue
The total income generated by the sale of goods or services. It’s a fundamental indicator of a company’s financial performance.
A company generating $5 million in sales would report $5 million in revenue.
Financials
Revenue (Rolling Quarter)
Revenue calculated over a rolling quarter, providing a moving average view of revenue to smooth out fluctuations and identify trends.
If a company reports $1.5 million in revenue for the last quarter, this amount serves as its rolling quarterly revenue.
Financials
Revenue (Rolling Quarter)
Revenue calculated over a rolling quarter, providing a moving average view of revenue to smooth out fluctuations and identify trends.
If a company reports $1.5 million in revenue for the last quarter, this amount serves as its rolling quarterly revenue.
Financials
Revenue (Rolling Quarter)
Revenue calculated over a rolling quarter, providing a moving average view of revenue to smooth out fluctuations and identify trends.
If a company reports $1.5 million in revenue for the last quarter, this amount serves as its rolling quarterly revenue.
Financials
Rule of 40
A financial metric which states that the year over year growth plus the operating margin should exceed 40%.
Financials
Rule of 40
A financial metric which states that the year over year growth plus the operating margin should exceed 40%.
Financials
Rule of 40
A financial metric which states that the year over year growth plus the operating margin should exceed 40%.
Financials
Totel Opex (Operating Expenses)
Total Operating Expenses, representing all expenses incurred during regular business operations. It’s used to assess cost management and operational efficiency.
A company with total Opex of $3 million is spending that amount on its regular operations.
Financials
Totel Opex (Operating Expenses)
Total Operating Expenses, representing all expenses incurred during regular business operations. It’s used to assess cost management and operational efficiency.
A company with total Opex of $3 million is spending that amount on its regular operations.
Financials
Totel Opex (Operating Expenses)
Total Operating Expenses, representing all expenses incurred during regular business operations. It’s used to assess cost management and operational efficiency.
A company with total Opex of $3 million is spending that amount on its regular operations.
Growth Accounting
Growth Accounting
Average Net Churn
Amount of loss in recurring revenue due to customer cancellations or downgrades, offset by revenue gained from customer expansion. Provides a more balanced view of revenue retention.
A Net Churn of 80% means the company is losing 80% of recurring revenue from existing customers. A Net Churn of -20% means the company not only retained revenue from the last period, but has also expanded through upselling to existing customers.
Growth Accounting
Average Net Churn
Amount of loss in recurring revenue due to customer cancellations or downgrades, offset by revenue gained from customer expansion. Provides a more balanced view of revenue retention.
A Net Churn of 80% means the company is losing 80% of recurring revenue from existing customers. A Net Churn of -20% means the company not only retained revenue from the last period, but has also expanded through upselling to existing customers.
Growth Accounting
Average Net Churn
Amount of loss in recurring revenue due to customer cancellations or downgrades, offset by revenue gained from customer expansion. Provides a more balanced view of revenue retention.
A Net Churn of 80% means the company is losing 80% of recurring revenue from existing customers. A Net Churn of -20% means the company not only retained revenue from the last period, but has also expanded through upselling to existing customers.
Growth Accounting
Churn Rate
The proportion of total revenue lost due to customers discontinuing the product or service, calculated as Churn Revenue ÷ Total Revenue.
If a company lost $50,000 of $500,000 in total revenue due to customers leaving, the churn rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
Churn Rate
The proportion of total revenue lost due to customers discontinuing the product or service, calculated as Churn Revenue ÷ Total Revenue.
If a company lost $50,000 of $500,000 in total revenue due to customers leaving, the churn rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
Churn Rate
The proportion of total revenue lost due to customers discontinuing the product or service, calculated as Churn Revenue ÷ Total Revenue.
If a company lost $50,000 of $500,000 in total revenue due to customers leaving, the churn rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
CMGR 3/6/12
CMGR stands for Compound Monthly Growth Rate over different periods (3, 6, and 12 months). It measures the average monthly growth rate over these specified periods, providing insight into growth trends in revenue, profits, or other financial metrics.
A CMGR3 of 2% means an average growth of 2% per month over the past 3 months.
Growth Accounting
CMGR 3/6/12
CMGR stands for Compound Monthly Growth Rate over different periods (3, 6, and 12 months). It measures the average monthly growth rate over these specified periods, providing insight into growth trends in revenue, profits, or other financial metrics.
A CMGR3 of 2% means an average growth of 2% per month over the past 3 months.
Growth Accounting
CMGR 3/6/12
CMGR stands for Compound Monthly Growth Rate over different periods (3, 6, and 12 months). It measures the average monthly growth rate over these specified periods, providing insight into growth trends in revenue, profits, or other financial metrics.
A CMGR3 of 2% means an average growth of 2% per month over the past 3 months.
Growth Accounting
Contraction Rate
The proportion of total revenue lost from existing customers reducing their spending or downgrading, calculated as Contraction Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and lost $50,000 due to customers downgrading, the contraction rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
Contraction Rate
The proportion of total revenue lost from existing customers reducing their spending or downgrading, calculated as Contraction Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and lost $50,000 due to customers downgrading, the contraction rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
Contraction Rate
The proportion of total revenue lost from existing customers reducing their spending or downgrading, calculated as Contraction Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and lost $50,000 due to customers downgrading, the contraction rate would be 10% ($50,000 ÷ $500,000).
Growth Accounting
Expansion Rate
The proportion of total revenue growth from existing customers through upselling or cross-selling, calculated as Expansion Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and earned $100,000 from upselling existing customers, the expansion rate would be 20% ($100,000 ÷ $500,000).
Growth Accounting
Expansion Rate
The proportion of total revenue growth from existing customers through upselling or cross-selling, calculated as Expansion Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and earned $100,000 from upselling existing customers, the expansion rate would be 20% ($100,000 ÷ $500,000).
Growth Accounting
Expansion Rate
The proportion of total revenue growth from existing customers through upselling or cross-selling, calculated as Expansion Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and earned $100,000 from upselling existing customers, the expansion rate would be 20% ($100,000 ÷ $500,000).
Growth Accounting
Lifetime Gross Retention
The amount of recurring revenue, excluding any revenue from customer expansion or upselling, integrated over all time.
Growth Accounting
Lifetime Gross Retention
The amount of recurring revenue, excluding any revenue from customer expansion or upselling, integrated over all time.
Growth Accounting
Lifetime Gross Retention
The amount of recurring revenue, excluding any revenue from customer expansion or upselling, integrated over all time.
Growth Accounting
Lifetime Net Dollar Retention
The percentage of recurring revenue a company retains from its existing customers, integrated over all time.
Growth Accounting
Lifetime Net Dollar Retention
The percentage of recurring revenue a company retains from its existing customers, integrated over all time.
Growth Accounting
Lifetime Net Dollar Retention
The percentage of recurring revenue a company retains from its existing customers, integrated over all time.
Growth Accounting
Lifetime Quick Ratio
The expansion revenue over revenue lost, integrated over all time.
Growth Accounting
Lifetime Quick Ratio
The expansion revenue over revenue lost, integrated over all time.
Growth Accounting
Lifetime Quick Ratio
The expansion revenue over revenue lost, integrated over all time.
Growth Accounting
New Rate
The proportion of total revenue generated from new customers, calculated as New Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and $150,000 came from new customers, the new rate would be 30% ($150,000 ÷ $500,000).
Growth Accounting
New Rate
The proportion of total revenue generated from new customers, calculated as New Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and $150,000 came from new customers, the new rate would be 30% ($150,000 ÷ $500,000).
Growth Accounting
New Rate
The proportion of total revenue generated from new customers, calculated as New Revenue ÷ Total Revenue.
If a company generated $500,000 in total revenue and $150,000 came from new customers, the new rate would be 30% ($150,000 ÷ $500,000).
Growth Accounting
Resurrected Rate
The proportion of total revenue from customers who have returned after leaving, calculated as Resurrected Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and $20,000 was from returning customers, the resurrected rate would be 4% ($20,000 ÷ $500,000).
Growth Accounting
Resurrected Rate
The proportion of total revenue from customers who have returned after leaving, calculated as Resurrected Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and $20,000 was from returning customers, the resurrected rate would be 4% ($20,000 ÷ $500,000).
Growth Accounting
Resurrected Rate
The proportion of total revenue from customers who have returned after leaving, calculated as Resurrected Revenue ÷ Total Revenue.
If a company had $500,000 in total revenue and $20,000 was from returning customers, the resurrected rate would be 4% ($20,000 ÷ $500,000).
Growth Accounting
YoY Growth
Year-over-Year Growth measures the percentage change in a financial metric compared to the same period in the previous year. It is a key indicator of a company’s performance and growth trajectory over time.
f a company’s revenue grew from $10 million to $12 million over a year, the YoY growth would be 20%.
Growth Accounting
YoY Growth
Year-over-Year Growth measures the percentage change in a financial metric compared to the same period in the previous year. It is a key indicator of a company’s performance and growth trajectory over time.
f a company’s revenue grew from $10 million to $12 million over a year, the YoY growth would be 20%.
Growth Accounting
YoY Growth
Year-over-Year Growth measures the percentage change in a financial metric compared to the same period in the previous year. It is a key indicator of a company’s performance and growth trajectory over time.
f a company’s revenue grew from $10 million to $12 million over a year, the YoY growth would be 20%.
Talent
Talent
Annualized Revenue Per Employee
Revenue generated per employee on an annualized basis. It’s a measure of productivity and efficiency.
If a company with 100 employees generates $10 million in revenue, the annualized revenue per employee is $100,000.
Talent
Annualized Revenue Per Employee
Revenue generated per employee on an annualized basis. It’s a measure of productivity and efficiency.
If a company with 100 employees generates $10 million in revenue, the annualized revenue per employee is $100,000.
Talent
Annualized Revenue Per Employee
Revenue generated per employee on an annualized basis. It’s a measure of productivity and efficiency.
If a company with 100 employees generates $10 million in revenue, the annualized revenue per employee is $100,000.
Talent
Average Employee Experience (Years)
The average number of years of experience among employees. It can indicate the skill level and stability of the workforce.
An average of 5 years of experience may indicate a more skilled workforce.
Talent
Average Employee Experience (Years)
The average number of years of experience among employees. It can indicate the skill level and stability of the workforce.
An average of 5 years of experience may indicate a more skilled workforce.
Talent
Average Employee Experience (Years)
The average number of years of experience among employees. It can indicate the skill level and stability of the workforce.
An average of 5 years of experience may indicate a more skilled workforce.
Talent
Cumulative Person Years
A measurement of the total number of years of work from everyone who worked at a company over time.
If 2 people worked at a company for 9 months, then there was 2 x 9 / 12 = 1.5 “person-years” of work exerted.
Talent
Cumulative Person Years
A measurement of the total number of years of work from everyone who worked at a company over time.
If 2 people worked at a company for 9 months, then there was 2 x 9 / 12 = 1.5 “person-years” of work exerted.
Talent
Cumulative Person Years
A measurement of the total number of years of work from everyone who worked at a company over time.
If 2 people worked at a company for 9 months, then there was 2 x 9 / 12 = 1.5 “person-years” of work exerted.
Talent
Employee Churn
The number of employees who left the company during the current period. It reflects employee turnover and can be an indicator of employee satisfaction or company challenges.
If 10 employees left the company in the last quarter, that would be the churn for that period.
Talent
Employee Churn
The number of employees who left the company during the current period. It reflects employee turnover and can be an indicator of employee satisfaction or company challenges.
If 10 employees left the company in the last quarter, that would be the churn for that period.
Talent
Employee Churn
The number of employees who left the company during the current period. It reflects employee turnover and can be an indicator of employee satisfaction or company challenges.
If 10 employees left the company in the last quarter, that would be the churn for that period.
Talent
Employee Retention at 1 Years/2 Years
The percentage of employees retained after one year (or two ears). It’s a key metric for employee satisfaction and company culture.
A retention rate of 85% means 85 out of every 100 employees stay with the company after one year.
Talent
Employee Retention at 1 Years/2 Years
The percentage of employees retained after one year (or two ears). It’s a key metric for employee satisfaction and company culture.
A retention rate of 85% means 85 out of every 100 employees stay with the company after one year.
Talent
Employee Retention at 1 Years/2 Years
The percentage of employees retained after one year (or two ears). It’s a key metric for employee satisfaction and company culture.
A retention rate of 85% means 85 out of every 100 employees stay with the company after one year.
Talent
Employees Count by Seniority
The distribution of employees based on their seniority level, typically categorized by entry-level, mid-level, and senior/executive positions. It provides insight into the depth of experience and leadership within the company.
A company may have 10 executives, 30 mid-level employees, and 60 entry-level employees.
Talent
Employees Count by Seniority
The distribution of employees based on their seniority level, typically categorized by entry-level, mid-level, and senior/executive positions. It provides insight into the depth of experience and leadership within the company.
A company may have 10 executives, 30 mid-level employees, and 60 entry-level employees.
Talent
Employees Count by Seniority
The distribution of employees based on their seniority level, typically categorized by entry-level, mid-level, and senior/executive positions. It provides insight into the depth of experience and leadership within the company.
A company may have 10 executives, 30 mid-level employees, and 60 entry-level employees.
Talent
Executive Profiles
A collection of profiles or summaries of the company’s founders and executives. It often includes their career history, key accomplishments, and role within the organization.
An executive profile might include details like “John Doe, CEO and Co-Founder, has 15 years of experience in the tech industry and led the company to a 300% revenue growth in the last 5 years.”
Talent
Executive Profiles
A collection of profiles or summaries of the company’s founders and executives. It often includes their career history, key accomplishments, and role within the organization.
An executive profile might include details like “John Doe, CEO and Co-Founder, has 15 years of experience in the tech industry and led the company to a 300% revenue growth in the last 5 years.”
Talent
Executive Profiles
A collection of profiles or summaries of the company’s founders and executives. It often includes their career history, key accomplishments, and role within the organization.
An executive profile might include details like “John Doe, CEO and Co-Founder, has 15 years of experience in the tech industry and led the company to a 300% revenue growth in the last 5 years.”
Talent
Full Loaded Employee Cost
The total cost of an employee, including salary, benefits, and other expenses. It helps in understanding the total investment in human resources.
A fully-loaded cost of $120,000 per employee might include $80,000 in salary, $20,000 in benefits, and $20,000 in other costs.
Talent
Full Loaded Employee Cost
The total cost of an employee, including salary, benefits, and other expenses. It helps in understanding the total investment in human resources.
A fully-loaded cost of $120,000 per employee might include $80,000 in salary, $20,000 in benefits, and $20,000 in other costs.
Talent
Full Loaded Employee Cost
The total cost of an employee, including salary, benefits, and other expenses. It helps in understanding the total investment in human resources.
A fully-loaded cost of $120,000 per employee might include $80,000 in salary, $20,000 in benefits, and $20,000 in other costs.
Talent
Lifetime Employee Retention
The percentage of employees retained over the lifetime of the company. It measures long-term employee loyalty.
If a company retains 40% of its original workforce after 10 years, that would be the lifetime retention rate.
Talent
Lifetime Employee Retention
The percentage of employees retained over the lifetime of the company. It measures long-term employee loyalty.
If a company retains 40% of its original workforce after 10 years, that would be the lifetime retention rate.
Talent
Lifetime Employee Retention
The percentage of employees retained over the lifetime of the company. It measures long-term employee loyalty.
If a company retains 40% of its original workforce after 10 years, that would be the lifetime retention rate.
Talent
Number of Employees
The total number of employees in a company. It can be used to assess company size, efficiency, and productivity when compared to financial metrics like revenue and profit.
A company with 500 employees can assess its revenue or profit per employee for productivity insights.
Talent
Number of Employees
The total number of employees in a company. It can be used to assess company size, efficiency, and productivity when compared to financial metrics like revenue and profit.
A company with 500 employees can assess its revenue or profit per employee for productivity insights.
Talent
Number of Employees
The total number of employees in a company. It can be used to assess company size, efficiency, and productivity when compared to financial metrics like revenue and profit.
A company with 500 employees can assess its revenue or profit per employee for productivity insights.
Talent
Number of Employees Per Function
The total number of employees categorized by their specific function within the company (e.g., Sales, Marketing, Engineering). It helps in understanding the company’s organizational structure and focus.
A company might have 50 employees in engineering, 20 in sales, and 10 in marketing.
Talent
Number of Employees Per Function
The total number of employees categorized by their specific function within the company (e.g., Sales, Marketing, Engineering). It helps in understanding the company’s organizational structure and focus.
A company might have 50 employees in engineering, 20 in sales, and 10 in marketing.
Talent
Number of Employees Per Function
The total number of employees categorized by their specific function within the company (e.g., Sales, Marketing, Engineering). It helps in understanding the company’s organizational structure and focus.
A company might have 50 employees in engineering, 20 in sales, and 10 in marketing.
Talent
Percent of Employees in Sales/Marketing
The proportion of the workforce employed in sales and marketing roles. It can indicate the company’s focus on growth and customer acquisition.
If 20 out of 100 employees work in sales and marketing, that’s 20% of the total workforce.
Talent
Percent of Employees in Sales/Marketing
The proportion of the workforce employed in sales and marketing roles. It can indicate the company’s focus on growth and customer acquisition.
If 20 out of 100 employees work in sales and marketing, that’s 20% of the total workforce.
Talent
Percent of Employees in Sales/Marketing
The proportion of the workforce employed in sales and marketing roles. It can indicate the company’s focus on growth and customer acquisition.
If 20 out of 100 employees work in sales and marketing, that’s 20% of the total workforce.
Talent
Quick Ratio (Employee Churn)
The ratio of new employees hired to the number of employees who left (churned) during a specific period. It indicates how well a company is replacing lost employees.
If a company hired 20 new employees and lost 10, the quick ratio would be 2 (20/10).
Talent
Quick Ratio (Employee Churn)
The ratio of new employees hired to the number of employees who left (churned) during a specific period. It indicates how well a company is replacing lost employees.
If a company hired 20 new employees and lost 10, the quick ratio would be 2 (20/10).
Talent
Quick Ratio (Employee Churn)
The ratio of new employees hired to the number of employees who left (churned) during a specific period. It indicates how well a company is replacing lost employees.
If a company hired 20 new employees and lost 10, the quick ratio would be 2 (20/10).
Unit Economics
Unit Economics
CAC Customer Acquisition Cost
The total cost of acquiring a new customer, including sales and marketing expenses. It’s essential for understanding the efficiency of customer acquisition efforts.
If a company spends $1,000 on marketing to acquire 10 customers, the CAC would be $100 per customer.
Unit Economics
CAC Customer Acquisition Cost
The total cost of acquiring a new customer, including sales and marketing expenses. It’s essential for understanding the efficiency of customer acquisition efforts.
If a company spends $1,000 on marketing to acquire 10 customers, the CAC would be $100 per customer.
Unit Economics
CAC Customer Acquisition Cost
The total cost of acquiring a new customer, including sales and marketing expenses. It’s essential for understanding the efficiency of customer acquisition efforts.
If a company spends $1,000 on marketing to acquire 10 customers, the CAC would be $100 per customer.
Unit Economics
Contribution
Directly measures the profitability of individual customers after variable costs, highlighting whether scaling up the business is financially sustainable
If the total acquisition spend is $10000 and cohort size is 500, then the CAC for this month would be $10000 / 500 = $20.
Unit Economics
Contribution
Directly measures the profitability of individual customers after variable costs, highlighting whether scaling up the business is financially sustainable
If the total acquisition spend is $10000 and cohort size is 500, then the CAC for this month would be $10000 / 500 = $20.
Unit Economics
Contribution
Directly measures the profitability of individual customers after variable costs, highlighting whether scaling up the business is financially sustainable
If the total acquisition spend is $10000 and cohort size is 500, then the CAC for this month would be $10000 / 500 = $20.
Unit Economics
gmLTV6 CAC & gmTLV12 CAC
Gross Margin Lifetime Value over six or twelve months compared to Customer Acquisition Cost (CAC). This metric incorporates gross margin into the LTV calculation to provide a more precise measure of profitability.
If a company earns $300 in gross margin from a customer over six months and the CAC is $100, the gmLTV6/CAC is 3. Similarly, if the gross margin over a year is $600 and the CAC is $200, the gmLTV12/CAC is 3.
Unit Economics
gmLTV6 CAC & gmTLV12 CAC
Gross Margin Lifetime Value over six or twelve months compared to Customer Acquisition Cost (CAC). This metric incorporates gross margin into the LTV calculation to provide a more precise measure of profitability.
If a company earns $300 in gross margin from a customer over six months and the CAC is $100, the gmLTV6/CAC is 3. Similarly, if the gross margin over a year is $600 and the CAC is $200, the gmLTV12/CAC is 3.
Unit Economics
gmLTV6 CAC & gmTLV12 CAC
Gross Margin Lifetime Value over six or twelve months compared to Customer Acquisition Cost (CAC). This metric incorporates gross margin into the LTV calculation to provide a more precise measure of profitability.
If a company earns $300 in gross margin from a customer over six months and the CAC is $100, the gmLTV6/CAC is 3. Similarly, if the gross margin over a year is $600 and the CAC is $200, the gmLTV12/CAC is 3.
Unit Economics
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Unit Economics
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Unit Economics
LTV 6M/12M
Lifetime Value over six or twelve months, representing the total revenue expected from a customer during those respective periods. It’s used to assess customer profitability over shorter (6 months) or longer (12 months) timeframes.
A customer who generates $500 in revenue over 6 months would have an LTV 6M of $500, while a customer with $1,200 in revenue over a year would have an LTV 12M of $1,200.
Unit Economics
LTV6 CAC and LTV12 CAC
The ratio of Lifetime Value over six or twelve months to Customer Acquisition Cost (CAC). It helps measure the return on investment for acquiring new customers over these respective periods.
An LTV6/CAC of 3 means the company earns 3 times the acquisition cost from a customer in six months, while an LTV12/CAC of 4 suggests the customer generates 4 times the acquisition cost over a year.
Unit Economics
LTV6 CAC and LTV12 CAC
The ratio of Lifetime Value over six or twelve months to Customer Acquisition Cost (CAC). It helps measure the return on investment for acquiring new customers over these respective periods.
An LTV6/CAC of 3 means the company earns 3 times the acquisition cost from a customer in six months, while an LTV12/CAC of 4 suggests the customer generates 4 times the acquisition cost over a year.
Unit Economics
LTV6 CAC and LTV12 CAC
The ratio of Lifetime Value over six or twelve months to Customer Acquisition Cost (CAC). It helps measure the return on investment for acquiring new customers over these respective periods.
An LTV6/CAC of 3 means the company earns 3 times the acquisition cost from a customer in six months, while an LTV12/CAC of 4 suggests the customer generates 4 times the acquisition cost over a year.
© 2025 Termina Systems, Inc. All rights reserved.
Termina Systems, Inc. (“TS”) operates Termina. Termina is separate and the services it offers are different from the businesses and services of TS’s affiliates. No material on or linked to by this website is or should be construed as an offer to sell, or a solicitation of an offer to buy, any security or other instrument. Past performance is not necessarily indicative of future results. Termina relies on subscriber input and facilitates subscriber analysis, but does not substitute subscriber’s own independent analysis. Termina is not for use as a primary basis for investment decisions. Links from this website to third-party websites do not imply any endorsement by the third party of this website or of the link; nor do they imply any endorsement by this firm of the third-party website or of the link.
© 2025 Termina Systems, Inc. All rights reserved.
Termina Systems, Inc. (“TS”) operates Termina. Termina is separate and the services it offers are different from the businesses and services of TS’s affiliates. No material on or linked to by this website is or should be construed as an offer to sell, or a solicitation of an offer to buy, any security or other instrument. Past performance is not necessarily indicative of future results. Termina relies on subscriber input and facilitates subscriber analysis, but does not substitute subscriber’s own independent analysis. Termina is not for use as a primary basis for investment decisions. Links from this website to third-party websites do not imply any endorsement by the third party of this website or of the link; nor do they imply any endorsement by this firm of the third-party website or of the link.
© 2025 Termina Systems, Inc. All rights reserved.
Termina Systems, Inc. (“TS”) operates Termina. Termina is separate and the services it offers are different from the businesses and services of TS’s affiliates. No material on or linked to by this website is or should be construed as an offer to sell, or a solicitation of an offer to buy, any security or other instrument. Past performance is not necessarily indicative of future results. Termina relies on subscriber input and facilitates subscriber analysis, but does not substitute subscriber’s own independent analysis. Termina is not for use as a primary basis for investment decisions. Links from this website to third-party websites do not imply any endorsement by the third party of this website or of the link; nor do they imply any endorsement by this firm of the third-party website or of the link.