Excel Consulting Services in Fairfax, VA

Most often it is building the two figures a time-selling business needs and rarely has: fully loaded cost per person, and the proportion of paid hours that actually reach an invoice.

From those comes the true cost of a delivered hour, utilization reported per person, and a required rate derived from arithmetic rather than from the market.

Because the salary is only part of what an employed hour costs, and because the hours you sell have to carry the hours you do not.

Loaded cost divided by billed hours is usually far above salary divided by contracted hours, and the distance between them is where most under-pricing in professional work sits.

It would be if the purpose were to police individuals, and that is not the purpose. The point is to find out where the capacity of the business actually goes.

Without complete accounting the denominator of every useful calculation is missing, which means nobody can tell whether a rate works or whether a team is under-sold.

Because the average conceals exactly what you need to see. Seventy percent across a team might be two people at ninety and three at fifty-five.

Those are different problems. One is a retention risk and a capacity ceiling; the other may be under-selling rather than under-performing. The average hides both.

Yes, because the categories behave nothing alike. Proposal writing should be measured against wins, training is investment with a payback, and idle time is a scheduling failure.

In one bucket they are a number nobody can act on. Split out, one category has usually grown to several times what anybody would have authorized.

Both are honest answers and the model shows which gets you further. Raising the rate risks work you need; raising utilization needs capacity you may not have.

Seeing the sensitivity of each side by side tends to settle an argument that has been running inside the business for years.

Scope decides it, which is why the records are examined before any figure is named and why that examination is free. Loaded cost with utilization reporting is fixed-price.

In every case the deliverable and the price are agreed in writing before any building begins.

The work is delivered remotely by design rather than by limitation. Going through timesheets and payroll together on a shared screen is identical at any distance.

It also means a rate decision due before a renewal gets looked at this week, and no part of the invoice is travel.

Usually. The workbook gets read back to first principles, the cost build-up reconstructed, and each fragile part repaired or replaced depending on what is honestly warranted.

What the work needs is time with whoever runs the timesheets now, because the conventions they apply matter as much as the file.

Loaded cost with per-person utilization is often under a week. Adding the non-billable split, a required-rate model and scheduled consolidation usually runs two weeks.

Whatever the size, that estimate is committed in writing before building starts rather than emerging as the work proceeds.

The workbooks, any macro source code, a written note of how loaded cost was built up and what each hour category means, and training for whoever will maintain it.

Nothing is locked to us and no subscription is needed to keep it running. Support afterward is available and entirely optional.

No. They describe where most of the work has come from rather than what is accepted, and what decides scope is the nature of the problem rather than the sector.

A billable hour, a clinical appointment and a teaching session are the same calculation with different vocabulary.