Consulting firms sell time, expertise, and outcomes. Everhour keeps project hours organized for billing and 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.
Set a budget, assign rates, and get alerted before you're over.
Measurement
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Tracked hours flow straight into a polished invoice — no copy-paste, no manual math.
Consulting firms usually work through contractual, project-based engagements. A useful time workflow separates client delivery from internal work, then ties each entry to the right client, project, task, consultant, and rate. That detail matters whether the firm bills hourly, works under a fixed project rate, or uses value pricing with internal delivery budgets.
A typical weekly record might include 6 hours on client discovery, 9 hours on analysis, 3 hours on stakeholder meetings, and 2 non-billable hours on internal proposal work. The entry needs enough context for a project manager to review scope, for finance to prepare billing, and for leadership to see whether the engagement is using the planned capacity.
A consulting time entry should identify the date, consultant, client, engagement, task, hours, billable status, and billing rate when rates apply. Notes should name the deliverable or meeting outcome, not just say "client work." Project managers also need non-billable categories for business development, administration, training, and internal planning because those hours affect utilization.
U.S. payroll review has a separate recordkeeping purpose. The FLSA requires covered employers to keep accurate records for nonexempt workers, including hours worked each workday and total hours worked each workweek. Unless exempt, covered 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.
Consulting firms do not all invoice the same way. Consulting Success reports that project rates are the most popular consultant pricing model at 36%, followed by value pricing at 26% and hourly fees at 23%. That mix makes time data useful beyond direct hourly billing. Fixed-fee and value-priced engagements still need tracked hours to compare delivery effort against the planned margin.
Billable utilization uses a clear formula: billable hours divided by available hours, multiplied by 100. Professional services billable utilization was 68.9% in 2024, according to SPI benchmark commentary summarized by Deltek. A firm that tracks only invoiceable hours misses the management view. Non-billable client support, rework, proposal time, and internal meetings explain why a profitable engagement can still strain capacity.
A one-off tracker is enough when one consultant needs a weekly total, a simple client summary, or a quick export for a small invoice. That approach works best when the client count is low, rates are simple, and no manager needs to approve time before billing. The record still needs the client, project, task, billable status, and date to avoid cleanup later.
A consulting firm needs a managed workflow when tracked time feeds invoices, utilization, payroll review, or budget meetings. Everhour Timesheets give teams a review step before records move downstream: consultants submit weekly project or working hours, and managers can approve, reject, partially approve, or lock entries. That creates a cleaner handoff from consultant activity to billing and payroll review.
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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Client billing should include hours allowed by the contract, statement of work, or billing policy. Discovery calls, analysis, workshops, deliverable preparation, and client meetings are commonly billable when the agreement covers them. Internal training, sales work, general administration, and proposal work usually belong in non-billable categories unless the client agreement says otherwise.
Fixed-fee projects need time records for margin control, staffing, and scope review. The client may see one fixed invoice amount, but the firm still needs to know whether delivery required 80 hours or 140 hours. Track time by phase or deliverable so project managers can spot overruns before the next milestone slips.
Consultant travel time should use a separate task or category when travel affects billing, reimbursement, utilization, or project cost. Some client agreements bill travel time, some reimburse expenses only, and some exclude both. Separate tracking keeps the invoice defensible and prevents travel from blending into delivery work.
Non-billable time explains capacity that never reaches an invoice. Proposal work, internal meetings, recruiting, training, and administrative work reduce available client delivery hours. A firm that tracks those categories can compare billable utilization against total available hours and make better staffing decisions.
For employees covered by the FLSA minimum wage or overtime provisions, employer records must include hours worked each workday and total hours worked each workweek. The FLSA does not require one specific timekeeping method, but the method must produce complete and accurate records for covered nonexempt workers.
Everhour Timesheets collect weekly project hours and working hours by consultant so managers can review time before billing or payroll review. Managers can approve, reject, partially approve, and lock submitted entries, which keeps corrected time separate from unreviewed work.
Everhour Project Budgeting tracks hour-based or money-based budgets as consultants log time and expenses. Consulting firms can set recurring budgets for ongoing retainers and use threshold alerts at 75%, 90%, 100%, or custom levels to catch budget pressure during delivery.
Use Everhour Timesheets to collect consultant hours, approve weekly submissions, and lock reviewed entries before billing or payroll review, giving consulting firms cleaner records from client work to invoices.
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