Consulting work often moves between clients, projects, and locations. Everhour turns that time into structured reports for review.
Enter your time in and out for each day. Overtime and gross pay are calculated automatically.
| Day | Time In | Break Start | Break End | Break | Time Out | Total |
|---|
The calculator gives you the number — Everhour takes it from there.
One click and you're timing. Start a timer, add an entry, edit the details. This is exactly how it feels in Everhour.
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Consultants need more than a weekly total. A usable record shows the client, engagement, task, date, duration, billing status, and note that explains the work. That structure supports hourly invoices, fixed-fee reviews, proposal follow-up, and client questions about scope. It also gives solo consultants and consulting teams a clear view of where time went.
Management analysts often work on a contractual basis, and self-employed consultants commonly bill by the hour or by the project. Time records should follow that commercial reality. A strategy consultant can track discovery interviews, onsite observation, analysis, report writing, and recommendation sessions as separate categories instead of hiding the whole week under one client name.
Start with the engagement, then break time into project phases or tasks. A practical entry might read: Client A, market expansion study, stakeholder interviews, 2.5 hours, billable, summary notes completed. That gives the invoice enough detail without turning the time log into a diary. Internal work, proposal writing, and administration should stay separate from client-approved work.
Proposal fields also matter after the project starts. Organizations often expect a work plan, schedule, and cost in consulting proposals, so the tracker should let you compare actual time against those commitments. A fixed-fee engagement still benefits from this record because margin depends on whether the project consumed 28 hours, 45 hours, or 70 hours.
Consulting time often splits across office work, client-site work, travel, research, meetings, and follow-up. A good tracker keeps those categories visible because every contract treats them differently. Some agreements allow billing for onsite workshops but exclude general travel or internal preparation. The tracker should mirror the contract language instead of forcing every activity into one billable bucket.
The common mistake is mixing client-facing work with internal management. A week with 32 client hours and 8 hours of proposal writing is different from a 40-hour billable week. That distinction affects invoices, utilization, staffing, and fixed-fee profitability. It also makes reviews easier when several specialized analysts contribute to one client engagement.
A free tracker is enough for a solo consultant who needs a clean weekly record before sending an invoice. It works best when the engagement is simple, the billing rules are stable, and one person controls the notes. The record still needs client, project, task, date, duration, rate or billing status, and enough context to answer a client question later.
A managed workflow becomes necessary when multiple consultants share an engagement, managers approve time, or reports feed billing and profitability reviews. Everhour can keep consultant time connected to reports, budgets, invoices, and approvals, so tracked work becomes a system of record instead of a spreadsheet assembled at the end of the month.
This content is for general information only, may not be fully up to date, and is provided without any warranty or liability.
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G2
Summer 2026
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Capterra
Summer 2026
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Each entry should identify the client, engagement, task, date, duration, billing status, and a short work note. The note should explain the business activity, such as data analysis, stakeholder interview, onsite observation, or report drafting. Excessive narrative slows review, while vague labels like "consulting work" make invoices harder to defend.
Fixed-price work still needs time records because actual hours show whether the fee covered the work. A consultant paid by the project can compare tracked time with the original work plan, schedule, and cost. That comparison improves future proposals and shows where scope expanded beyond the agreed engagement.
Client-site and office time should use separate task or location categories when the contract treats them differently. Management analysts often divide work between their own office and the client's site, and some travel frequently. A separate location field or task category makes billing review clearer and helps managers understand delivery costs.
For FLSA overtime, covered nonexempt employees must receive overtime pay for hours worked over 40 in a fixed 168-hour workweek. Hours may not be averaged across two or more workweeks for that federal baseline. The FLSA requires accurate daily and weekly hour records for covered nonexempt workers but does not require one specific timekeeping system.
The IRS allows small businesses to choose any recordkeeping system suited to the business if it clearly shows income and expenses. Consultant time records support invoices, revenue recognition, project costs, and tax documentation when they connect billable work to clients, engagements, and payments. Keep the time record consistent with invoice and accounting records.
Everhour Reporting lets consulting teams build reports with 45+ columns, filters, grouping, date ranges, and exports in CSV, Excel/XLSX, or PDF. A manager can group time by client, project, member, billable time, labor cost, invoice status, or budget metric before reviewing profitability.
Everhour connects logged project time to invoice generation, so approved client work can move from timesheets into billing without rebuilding entries by hand. That workflow fits hourly consulting engagements and fixed-fee reviews where actual time still needs to be visible.
Track client work continuously, review it by engagement, and export the detail needed for billing and profitability. Everhour gives consulting teams structured reporting from approved time.
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