\u201cWe were completely anti-timesheet\u2026 It was like, let\u2019s look at our headcount, let\u2019s look at capacity, and then let\u2019s look at profitability.\u201d<\/p>\n<\/blockquote>\n<\/blockquote>\n\n\n\n
Eventually, that approach broke down. Without visibility into how much time was being spent \u2014 and where \u2014 the agency struggled to scale sustainably, a problem that has now subsided with the introduction of time tracking.<\/p>\n\n\n\n
\u201cEvery single process we have in the agency \u2014 we know exactly how much time it should take,\u201d says Tony.<\/p>\n\n\n\n
Project time management doesn\u2019t just tell you how much time is available \u2014 it shows you where that time is going. Whatever your project goals, it reveals a hard truth: some clients, services, or deliverables take significantly more effort than they\u2019re worth.<\/p>\n\n\n\n
By tracking time at the task and client levels, you can identify which projects drain your team’s energy without delivering sufficient value in return.<\/p>\n\n\n\n
With eyes on time tracking reports, Grey Matter noticed that some projects looked profitable but were eating up way too many hours. Tony Bradberry explains, <\/p>\n\n\n\n
\n\u201cSome people are just super needy. And when you start looking at that, you realize that while the revenue upfront looks great, the actual time suck and the drag on the agency as a whole is huge.\u201d<\/p>\n<\/blockquote>\n\n\n\n
This insight gave them the confidence to re-evaluate their client base, adjust pricing, and draw clearer boundaries, helping the team focus on higher-impact work that matched their actual capacity and value.<\/p>\n\n\n\n
\u201cAll revenue is not created equal,\u201d Tony says. \u201cAll clients are not good clients.\u201d<\/p>\n\n\n\n
More accurate project scoping and planning<\/h3>\n\n\n\n Once you understand how long work takes, scoping becomes less of a guess and more of a system. Time tracking provides you with historical data to work from, allowing you to build project plans that are realistic, predictable, and sustainable.<\/p>\n\n\n\n
At Grey Matter, Tony Bradberry and his team formalized this approach through internal time studies.<\/p>\n\n\n\n
\u201cWe\u2019ve done time studies on everything we actually do,\u201d he says. \u201cEvery single process we have in the agency \u2014 we know exactly how much time it should take.\u201d<\/p>\n\n\n\n
Instead of starting from scratch every time a new project kicks off, Grey Matter now uses these benchmarks to plan 90-day sprints. It knows what fits into the available hours and if it should push, adjust, or price anything differently.<\/p>\n\n\n\n
The result? Fewer surprises. Clearer timelines. And a planning process grounded in evidence, not assumption.<\/p>\n\n\n\n
Flexibility to build a more sustainable delivery model<\/h3>\n\n\n\n When you know your project time constraints, you can build smarter systems around them \u2014 including how you structure your client engagements.<\/p>\n\n\n\n
For Grey Matter, this meant shifting from fixed-scope retainers to a model based on actual hours. The agency adapts to evolving needs without constantly breaking scope or draining internal resources on complex projects.<\/p>\n\n\n\n
\u201cOur retainers are based on a set number of hours,\u201d says Tony. \u201cSo, we know going in exactly how much time we have to work with people.\u201d<\/p>\n\n\n\n
This model gives clients the project deliverables they need while protecting the team. Instead of stretching to meet unrealistic scopes, they work within clear time boundaries \u2014 and use strategy, prioritization, and communication to make that time count.<\/p>\n\n\n\n
Challenges agency owners face with project time management<\/h2>\n\n\n\n Even with the right tools and intentions, managing project time isn\u2019t always straightforward. It\u2019s not that project leaders don\u2019t want to manage time better; it\u2019s that real-world constraints get in the way. The good news? The agency owners we spoke with have all faced the following challenges \u2014 and found smart, sustainable ways to overcome them.<\/p>\n\n\n\n
Balancing multiple projects and priorities<\/h3>\n\n\n\n Overcommitting your team \u2014 whether by underhiring or saying yes to too much \u2014 almost always leads to burnout or a drop in project success.<\/p>\n\n\n\n
To avoid this, you need a clear understanding of how much work your team can realistically take on. Brooklin Nash, co-founder of Beam, is careful not to accept projects that stretch beyond his team\u2019s true capacity \u2014 even when the potential revenue looks appealing.<\/p>\n\n\n\n
\u201cIt would shift our whole structure and team for the sake of one client project, which just didn’t really feel like it set us up for long-term success,\u201d Nash says. \u201cOr avoiding a situation where six months in, somebody churns, and we end up having to lay somebody off anyway.\u201d<\/p>\n\n\n\n