Marketing agency time splits across clients, campaigns, retainers, and teams, and Everhour keeps that work reportable.
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 |
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This page is for a marketing agency that needs usable time records across client accounts, campaigns, projects, and tasks. The immediate job is to capture enough detail to support invoices, retainer burn-down, budget review, and workload planning. A good entry names the client, the campaign or project, the task, the person, the date, the hours, the billable status, and a short work note.
For U.S. payroll, keep the client-billing view separate from wage-and-hour recordkeeping. Covered employers must keep accurate records for nonexempt workers, including hours worked each workday and total hours worked each workweek. The FLSA does not require a specific time-tracking system or form, so an agency can choose any complete and accurate method that also fits client operations.
Agency work rarely lives in a single bucket. Records should separate the client account, campaign, project, and task because creative delivery, account management, media buying, finance, and sales often touch the same contract. That structure lets a manager see whether a paid social campaign is using most of its hours on strategy, copywriting, design, reporting, client calls, or revisions.
A practical entry can read: client, Acme Foods; campaign, spring launch; project, landing page; task, copy revisions; person, copywriter; billable, yes; time, 2.25 hours; note, revised headline options for paid social test. In U.S. billing fields, rates and invoice amounts normally use U.S. dollars. Keep the work note useful for scope review, without client secrets that do not belong in a timesheet.
Marketing agency time data is most useful when it answers management questions, not only payroll questions. O*NET lists marketing-manager work such as evaluating budgets, expenditures, ROI, profit-loss projections, and estimating time, costs, resources, or materials. Use those questions as labels for reporting: budgeted versus actual hours, billable versus non-billable time, role mix, and client or campaign profitability.
Capacity matters because agency work is team-heavy and deadline-driven. O*NET reports that 70% of marketing-manager respondents rate working with or contributing to a team as extremely important, and 81% report a typical work week of more than 40 hours. Track recurring client service, internal meetings, revisions, and new-business work separately, or utilization reports will overstate delivery capacity.
A one-off tracker is enough for a solo account lead checking this week's hours, a freelancer preparing a small client invoice, or an agency owner cleaning up a single retainer review. It works when the output has one audience, the client list is short, and no one needs approvals, locked records, scheduled reports, or a reusable history by account.
A managed workflow becomes the better fit once tracked time must feed client billing, budget reviews, utilization meetings, and payroll checks every week. Everhour can keep agency work inside projects and tasks, then send approved time into reports, budgets, invoices, and exports. That system of record matters when multiple campaigns run at once and finance needs a defensible handoff.
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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Use a hierarchy that matches agency decisions: client account, campaign, project, task, person, date, hours, billable status, and note. Client service, creative, media, strategy, finance, and sales work should use shared categories, because a single account often uses several roles. Shared categories make retainer burn-down, budget review, and scope discussions easier to defend.
Yes. Billable time supports time-and-materials invoices, retainer analysis, and scope conversations. Non-billable time shows sales work, internal meetings, training, unbilled revisions, and account management that cannot be charged. Mixing the two makes utilization look cleaner than reality and hides the cost of winning, servicing, or rescuing accounts.
A weekly total is enough for a quick capacity check. It is weak support for campaign billing. Client billing needs time tied to the account, campaign, project, task, and billable status. Fixed-fee and retainer work still benefits from detail because it shows burn-down, change requests, and the labor cost behind margin.
No. The FLSA requires covered employers to keep accurate records for nonexempt workers. It does not require a particular form, clock, or app. Records for employees covered by FLSA minimum wage or overtime provisions must include hours worked each workday and total hours worked each workweek. Payroll records generally need at least 3 years of retention, and wage-computation records should be retained for 2 years.
Weekend work alone does not trigger federal overtime premium pay under the FLSA. Covered nonexempt employees must receive overtime pay for hours worked over 40 in a fixed 168-hour workweek, at not less than one and one-half times the regular rate. State law, a contract, or an agency policy can create a different obligation.
Everhour Reporting lets an agency build reports from logged time, budgets, costs, and project data using 45+ columns, grouping, metadata filters, and date ranges. A manager can group by client, campaign, project, member, billable time, labor cost, invoice status, or profit, then export CSV, Excel/XLSX, or PDF for finance review.
Everhour Project Budgeting tracks hour-based or money-based budgets as people log time and expenses. An agency can use recurring daily, weekly, monthly, quarterly, or yearly budget resets for retainer work, with alerts at 75%, 90%, 100%, or custom thresholds before the account overruns.
Track client and campaign work continuously, then use Everhour Reporting to group time, costs, budgets, and billable status into agency reports that support billing reviews and profitability decisions.
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