Three clocks decide whether a staffing business makes money.
Hours to submit. Days on bench. Days to collect. Everything else is a consequence of those three. This page is organised around them — and it says plainly where we are building on existing modules rather than something purpose-built.
Pick your role. See your slice first.
The same platform looks different from every chair. Choose yours and see what you would open on, what it fixes for you, and the modules behind it.
The three clocks — submit, bench, collect
Fill rate up and margin known before the offer goes out
This is ProjectX, configured for requisition-driven work.
The workforce, finance and governance modules already handle demand, allocation, bench, rate cards, invoicing and audit. For staffing we configure them around the requisition and the MSA rather than the project. It is not a separate product, and we would rather you knew that before the demo than during it.
The requirement is won or lost in the first day.
Not because your recruiters are slow — because the requirement sits in an inbox while someone decides whose desk it belongs on. These are the stages, and the question each one has to answer within hours.
Whose is it, and by when?
The requisition is logged against the client and MSA with an owner and a clock, so ageing is a number rather than a feeling.
Do we already have this person?
Internal directory, bench and prior submissions are matched on skill, grade and rate band before anyone starts sourcing externally.
Did it go out at the right rate?
Rate card and margin floor are applied at submission, so a thin deal is questioned before the client anchors on the number.
Where do we lose people?
Submit-to-interview and interview-to-join ratios by recruiter, client and skill, so coaching has evidence behind it.
Is everything in place for day one?
Contract, checks and onboarding tasks close out before the start date rather than during the first billing cycle.
Bench cost is paid daily and discussed monthly.
A roll-off is rarely a surprise to the project manager — it is only a surprise to the person who has to redeploy. Project end dates, burn rates and extension likelihood already exist in the system, which means the roll-off calendar can be built weeks before it becomes an idle consultant.
What that gets you is time: time to match against open demand, time to reskill towards demand you can actually see, and time to have the extension conversation while the client still has budget.
| What we instrument | So you can |
|---|---|
| Predicted roll-off calendar | Redeploy before the bench starts, not after |
| Bench ageing by consultant | See cost-to-carry in rupees, per week |
| Skill and rate band coverage | Match people to open requirements automatically |
| Demand forecast by skill | Reskill towards demand that actually exists |
| Extension likelihood | Open the renewal conversation early |
Margin per placement, known at approval.
Most staffing firms can produce this number at month end. The useful version is the one that exists before the offer goes out, because that is the only moment it can still be changed.
Every line below sits on the placement record. When any of them moves — a statutory revision, an overhead reallocation, a rate renegotiation — the margin recalculates and the floor is re-tested.
Below the floor, the offer needs an approval with a name against it — not a phone call.
Work done in April, paid for in July.
The gap is usually not the client. It is the approved timesheet that waits for a monthly billing run, the invoice that goes out against a PO reference nobody captured, and the dispute that cannot be evidenced because the approval lived in email.
Timesheet approval, invoice generation, ageing and collection follow-up run as one chain against the same placement record — which is also what makes a client dispute answerable with a document rather than a discount.
| Stage | What has to be true to move on |
|---|---|
| Timesheet | Approved by the named client approver, against the right PO |
| Invoice | Raised automatically from approved time, with the MSA's terms applied |
| Ageing | Visible per client, per invoice, with follow-up owned by a person |
| Dispute | Answered from the approval trail, not renegotiated |
| Collection | Closed against the placement, so client profitability stays true |
A client audit you can answer in an afternoon.
Contracts, background checks, statutory records and signed documents sit against the consultant and the client account, with expiry and renewal alerts instead of an annual scramble. Access is scoped per client, so a recruiter working one account cannot see another's data — which is usually the first thing a large client asks about.
Tell us which clock is costing you most.
Bring one MSA and a month of requisition history. We will show you where the hours actually go, and be direct about which parts we would configure versus build.