Blog & Detail


4 Numbers For Your Resume - Quantify Your Contributions (Example Included!)

What types of numbers should you include in your resume? Here are four good ones to start with:

  1. What did you add to the company? Quantify your contributions to increase sales or revenue, capacity, awareness by potential customers, customer value, employee or customer satisfaction, etc.
  2. What did you help the company save or avoid spending? Quantify the negative things you helped to decrease such as costs, time, customer or employee turnover, website bounce rate, meetings, errors or rework, etc.
  3. How many people did your contributions help? Give more context to the impact of your good work by also referencing the number of employees, customers, clients, users, etc. that were positively affected.
  4. How often did you complete the tasks you describe? Show the hiring leader how experienced you are and differentiate yourself from most other applicants by demonstrating the frequency and/or cumulative totals of your experience with a particular skill or task. For the most important experience and skills the employer is looking for, quantify your experience with applicable counts, averages, or totals (per hour, daily, weekly, monthly, quarterly, annually, total during that position or in your career, etc.). Even better, show how those improved from the time you started until the time you left (or now).

 
Not only does the human eye process numbers faster than words, they give context to the impact you have made (and likely will continue to make if you were hired). As you start to quantify your past and current contributions, you'll see a significant improvement in the your applications to interviews success rate.
 
Five Minute Resume provides several starter statements when you are adding work experience to help you think about how to quantify your contributions. Feel free to choose from our list, and add some of your own if we don't already have everything you need to fully quantify all the reasons you are the best candidate for the job.

Here is a real-world example of quantied contributions from the resume of one of our co-founders:

Serving as the Phoenix service branch general manager (P&L responsibility for $5M+ revenue cost center with 44 direct reports) and one of a three member leadership team chartered to establish and implement a new operational model across 16 service branch locations nationwide.
 
Leading a transformation that began with inheriting the company’s largest service center which was barely breaking even financially, had poor employee morale with high turnover and was severely understaffed, and was struggling with customer experience and satisfaction issues. Within two months the Phoenix branch became extremely profitable (currently responsible for 50% of nationwide service revenue but delivering 71% of all profit - $789,648 total in the first 8 months), is consistently cash flow positive, voluntary turnover has been eliminated, employees are now our primary referral engine, and customers are delighted and are recommending us to their peers.
 
Results for the Phoenix service branch as of the most recent reporting month (May):
  • Net Income (profit) increased over the monthly average prior to starting by $251,806 ($252,800 vs. $994, or 25,342%). This was achieved by significantly improving gross margin (51.9% now vs. 39.9% prior to starting), and reducing overhead (17.8% now vs. 39.5% prior to starting). Net profit margin of 34.1% as of the most recent month vs. 0.4% prior to starting.
  • Revenue increased over the monthly average prior to starting by $469,780 ($741,635 vs. $271,855, or 172%). This was achieved primarily by maximizing opportunities with existing customers and increasing capacity (hiring more roofers – 35 now vs. 16 prior to starting).
  • Increased average monthly Amount Billed prior to starting by $525,096 ($794,432 vs. $269,336, or 195%). This was achieved by streamlining the entire close-out process (1.8 days now vs. 24.5 days prior to starting) and ensuring all costs are accounted for with variable time and material rate billing.
  • Average Days to Invoice decreased over the monthly average prior to starting by 8.7 days (0.1 vs. 8.8, or -98%). This was achieved by restructuring the team, simplifying the process, retraining individual contributors, and implementing daily accountabilities.
  • Cash Net positive vs. significant unpredictable fluctuations prior to starting ($175,068.33 vs. as low as -$132,732 prior to starting). This was achieved by improving gross and net profit margins, decreasing time to invoice, proactively communicating with customers regarding billing, and ensuring timely follow-up on past-due invoices.