Estimate weekly, monthly and annual billable capacity after non-billable work, leave weeks and utilisation limits, with a printable capacity and revenue record.
Billable hours per week = max(0, total work hours − non-billable hours). Annual billable hours = weekly billable hours × working weeks. Monthly average billable hours = annual billable hours ÷ 12. Collected revenue = annual billable hours × hourly rate × collection rate %.
40 total hours minus 12 non-billable hours leaves 28 billable hours per week. Over 46 working weeks, annual billable hours are 28 × 46 = 1,288. At 90 per hour, invoices would total 115,920. At a 97% collection rate, collected revenue is 115,920 × 0.97 = 112,442.40.
Master’s Tip: billable capacity is a ceiling, not a promise. If sales pipeline, approvals, client delays or personal energy cannot fill the available hours, actual invoices will be lower than capacity.
Standard or basis: transparent capacity and revenue arithmetic. No employment-law, tax, accounting, utilisation benchmark or industry productivity standard is claimed.
Methodology & Accuracy
CalculationTime pages are built around visible arithmetic: the formula, assumptions, worked example and practical limitations are shown so the result can be checked rather than simply trusted.
Billable hours per week = max(0, total work hours − non-billable hours). Annual billable hours = weekly billable hours × working weeks. Monthly average billable hours = annual billable hours ÷ 12. Collected revenue = annual billable hours × hourly rate × collection rate %.
Standard or basis: transparent capacity and revenue arithmetic. No employment-law, tax, accounting, utilisation benchmark or industry productivity standard is claimed.
Where a calculator follows a named legal, trade or industry standard, that standard is cited visibly. Otherwise the page uses transparent general arithmetic and states its limits.Master’s Tip: billable capacity is a ceiling, not a promise. If sales pipeline, approvals, client delays or personal energy cannot fill the available hours, actual invoices will be lower than capacity.
Subtract non-billable weekly hours from total working hours, then multiply the result by the number of working weeks in the year.
Common examples include admin, sales, proposals, bookkeeping, internal meetings, training, support, travel that is not charged, and downtime between jobs.
Not every invoice becomes collected revenue at full value. Discounts, write-offs, late payment and bad debt can make collected revenue lower than billed revenue.
No. Capacity shows what could be billed if the hours are sold and delivered. Forecast revenue also needs pipeline, conversion, pricing, timing and client-payment assumptions.
Yes, for utilisation planning or agency capacity checks, but payroll, overtime, employment contracts and legal work-hour rules are separate questions.
Billable-hours tracking grew from professional services, agencies and consulting, where time is both a delivery constraint and a pricing unit. The useful calculation separates all work from client-chargeable work before revenue is forecast.
A full workweek is not the same as a full billable week. Administration, proposals, internal coordination, learning, quality control and downtime consume real hours that cannot always be charged to a client.
Using 52 weeks can overstate capacity when holidays, sick time, public holidays, seasonal shutdowns or unpaid gaps exist. The working-weeks input keeps that assumption visible.
Even when hours are worked and invoiced, discounts, write-offs, disputes and late or failed payment can reduce collected revenue. The collection-rate field is a simple way to stop capacity planning from pretending every invoice is perfect cash.