Consulting teams need clean billable records, and Everhour turns weekly project time into review-ready timesheets.
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Use this page to organize consulting time before it reaches a client invoice, project report, payroll review, or utilization discussion. Consulting firms often work on contractual, project-based engagements, with consultants splitting time between office work and client sites. A useful timesheet keeps those hours tied to the right engagement instead of leaving them as a loose weekly total.
A consulting firm also needs different views of the same time. Partners need billable utilization, project managers need budget and milestone visibility, finance needs invoice support, and HR or payroll needs employee work records. 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.
A strong consulting timesheet records date, consultant, client, project, task, billable status, hours, comments, approval status, and rate category when billing uses hourly fees. Consulting pricing varies: project rates, value pricing, and hourly fees all appear in the market. Even fixed-fee work benefits from task-level time because it shows whether the engagement is staying within scope.
A practical weekly entry might read: Monday, Acme Corp, ERP assessment, stakeholder interviews, 3.5 billable hours, senior consultant rate, notes approved by project lead. Non-billable work should stay visible too, such as internal staffing meetings, proposal support, or training. Hiding non-billable time makes utilization look cleaner and makes capacity planning worse.
Consulting firms manage budgets, schedules, staffing, milestones, deliverables, and costs. Timesheet data supports those controls when it separates billable and non-billable work by project, task, consultant, and rate. Billable utilization uses a simple formula: billable hours divided by available hours, multiplied by 100. That number means little unless the underlying time entries are complete.
Professional services data shows why this discipline matters. Billable utilization was 68.9% in 2024, while on-time delivery was 73.4% and project overruns reached 11.3%. A timesheet cannot fix scope creep by itself, but it gives project leads a weekly signal when discovery, implementation, review, or client management work starts consuming more time than planned.
A free one-off timesheet works for a solo consultant, a short engagement, or a quick weekly summary before invoicing. It is enough when you have a small number of clients, simple hourly billing, and no formal approval step. Keep the export with the invoice and retain time records with the supporting billing file.
A managed workflow fits consulting firms with multiple consultants, shared clients, mixed billable and non-billable work, project budgets, and approval requirements. Everhour Timesheets collect weekly project hours and working hours by person, then let managers approve, reject, partially approve, and lock submitted time before billing, payroll, or reporting uses it.
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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A consulting timesheet should include the consultant, client, project, task, date, hours, billable status, notes, approval status, and billing rate category when hourly billing applies. Project and task fields matter because consulting work often moves across discovery, analysis, workshops, documentation, and implementation support. A weekly total alone does not explain scope or invoice detail.
Yes. Non-billable time shows internal meetings, sales support, training, administration, and project management work that affects capacity and profitability. A firm that tracks only billable hours loses the denominator needed for billable utilization, which is billable hours divided by available hours, multiplied by 100. Non-billable categories also show which client work creates hidden overhead.
Yes. Fixed-fee and value-priced projects still need time records for budget control, staffing, utilization, and future pricing. Time entries show whether a project consumed the expected effort, even when the client invoice does not list every hour. That record helps partners price similar engagements and helps project leads catch overruns before delivery slips.
The most common mistake is vague time without a client-ready task description. Entries such as "project work" or "meeting" force finance or project managers to reconstruct the week before billing. Better entries identify the project phase, task, and business purpose, such as "process mapping workshop" or "financial model revision after client feedback."
For covered nonexempt employees, FLSA records must include 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 1.5 times the regular rate. State rules, policies, or contracts can add requirements.
Everhour Timesheets collect weekly project hours and working hours by person, then let managers approve, reject, partially approve, or lock submitted time. Consulting firms can review client and project entries before those hours feed invoices, payroll checks, or management reports.
Everhour Reporting turns logged time, budgets, costs, and project data into customizable reports with columns such as client, project, member, billable time, labor costs, profit, invoice status, and budget metrics. Consulting leaders can group and filter time to compare billable work, non-billable work, and project performance.
Move from scattered weekly totals to approved project timesheets. Everhour Timesheets give consulting teams a clear review path before billing, payroll, and reports use the hours.
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