Billable percentage

Share of logged hours that are billable to clients. Hours logged as billable to clients divided by all hours logged.

Of the hours the team actually works, how many are on client work rather than internal projects, admin, and meetings about meetings. The healthy level is about 75%. It reads work mix, where utilization reads capacity: the two fail differently. It sits on this board against target ~75%.

This accounts for the hours that were not billable, out of 23244 hours logged, 4818.8 hours in all.

Every entry is counted once, under what it was booked to. The share above is billable hours over logged hours, so this is the other side of it: moving any of the time below into client work is the only thing that moves the number, and some of it should not move. The buckets are what each entry was booked to. The hours grain carries no admin or internal classification of its own, so this page names the work rather than inventing a category for it. 3303.6 hours of non-billable time could not be traced to a project on the tracker, and is carried here rather than dropped from the total.

This is a share of hours that were LOGGED, so both halves deserve naming. It falls when client work loses ground to internal projects, admin and meetings, which is the reading it is usually given. It also falls when internal work is logged promptly and client work is logged late, because then the denominator is complete and the numerator is not. Those two look identical on this tile and they need opposite responses: one is a calendar problem and the other is a recording problem. On this workspace the non-billable side is spread rather than concentrated, across 6 buckets, the largest being Q2 Rebrand and Packaging Refresh at 606.6 hours. Spread like that it is usually a recording question before it is a mix question, so read this next to timesheet completion first.

The audit is done and it is in the section above. Start with Q2 Rebrand and Packaging Refresh and DTC Site Replatform. Ask of each one whether the firm still means to buy it, which is a different question from whether anybody is working hard enough.

Adding process here is the expensive mistake, because it costs everybody time to fix something that is usually concentrated in a few commitments, and the section above shows which. Of 23244 hours logged, 18425.2 hours were billable. One caution before acting on the list: if client hours are simply being logged late, more process makes this number worse by adding to the non-billable pile, and timesheet completion is the tile that tells you which of those you are looking at.

This closes no measured driver above, and does not claim to.

Decide what internal time the firm is buying, name it, and hold the rest to the band. This share holds where somebody has decided what non-billable work is for.

The share is a residual of decisions nobody made in one place: an internal project here, a standing meeting there, each defensible alone and none of them weighed against the others. Naming the internal commitments the firm intends to carry turns the leftover into a budget rather than a surprise, and it makes an overrun visible while it is still one meeting rather than a quarter. The two-sided half matters as much: a share running well above the band for a long stretch means nothing is going into the firm itself, and that bill arrives later as stalled process and no training.

This closes no measured driver above, and does not claim to.

A sagging billable share is capacity the firm is paying for and not selling, and it does not announce itself, because everybody is occupied the entire time. It surfaces two layers away: income per person slides while headcount holds, that reads as a revenue problem, and the answer is a sales push made against hours that were never actually free. The reverse case is quieter and also real. A share running high for long enough means the firm's own work is getting none of the week, and the cost of that arrives as the thing everybody complains about and nobody has time to fix.