Owner time audit
Your result
How to read your result
Three lines in the result matter most.
Your effective hourly rate
Everything you take out of the business, divided by every hour you put in. It is what your hour currently costs you, and it moves with the hours and the mix.
Owner-level work as a share
The hours only you can do, as a percentage of the week. If that number is small, the business is being run in the gaps between other work.
The two ways to spend the freed hours
Move the delegable hours out and either the week gets shorter or owner-level work gets bigger. Choose one, or the week fills itself back up inside a month.
Why only five categories?
Five categories are enough to find the problem, and you can fill them in from memory on a Friday afternoon.
- Owner-level work — the things only you can do. Deciding direction, pricing, the two or three relationships that matter disproportionately, leading the people who lead others, and the important-but-not-urgent work that never has a deadline attached.
- Client delivery — you, personally, doing billable work. In a young business it is most of the week. It becomes a problem when it is still most of the week five years in.
- Delegable work — work someone in the business could do to an acceptable standard today, at a lower cost than you, if it were handed over properly.
- Admin — invoicing, chasing payment, scheduling, expenses, inbox. Separated from delegable work because it is often the cheapest hour to buy back.
- Firefighting — unplanned work created by something going wrong. It is kept separate because delegation rarely fixes it.
How is the arithmetic done?
Your total week is the five categories added together. Multiplied by the weeks you work, that gives annual hours. Your effective hourly rate is what you take out of the business — salary, dividends, drawings, everything — divided by those annual hours.
Delegable work and admin are then added together and treated as the hours that could move today. Those hours are valued twice: once at your own effective rate, which is what they currently cost the business in owner time, and once at whatever you would pay someone else, which is what buying them back would cost in cash. The difference between the two is shown with a warning attached, because it is not a saving until the released hours are used on something worth more.
A worked example
The figures the tool opens with are illustrative, not a client. An owner logs 6 hours of owner-level work, 20 hours of client delivery, 10 hours of delegable work, 8 hours of admin and 6 hours of firefighting. That is a 50-hour week. Over 46 working weeks it is 2,300 hours a year. They take £60,000 out of the business, so their effective rate is £26.09 an hour.
Delegable work plus admin is 18 hours a week — 36 per cent of the week, 828 hours a year. At £26.09 an hour that is £21,600 of owner time a year. Bought in at £18 an hour it would cost £14,904. The gap is £6,696, and it is only real if those 18 hours go somewhere useful.
Owner-level work is 6 hours out of 50 — 12 per cent of the week. Everything else is delivery, work someone else could do, or the consequences of something breaking. Move all 18 delegable hours out and this owner either works a 32-hour week, or keeps the 50 and takes owner-level work from 6 hours to 24. Firefighting alone is 6 hours a week, £7,200 a year of owner time, and no amount of delegation fixes it — the fix is upstream, in whatever keeps breaking.
What do you do with the answer?
Pick the single largest block of delegable work and write down three things: who does it instead, what “done properly” looks like, and when you will check it. Handing work over without those three is how delegated work comes straight back. Then decide, in advance and out loud, what the freed hours are for. A week that frees up without a decision refills with the same kind of work it lost.
If firefighting is more than about a tenth of your week, do that before any delegation. Fires are a systems symptom rather than a diary problem, and moving them to someone else means two people lose their week instead of one. The stop being the bottleneck guide covers the decision log and the delegation ladder that fix most of it.
What the audit assumes
- Your effective hourly rate is based on what you take out of the business, not on profit and not on what you bill clients. It measures what your hour currently costs you, not what it could earn.
- Every hour is treated as equal. In reality a fresh hour on Tuesday morning is worth several tired ones on Thursday night, which is why the categories matter more than the total.
- Delegation has costs: the buy-in figure is wages only, and it ignores recruitment, management time and the weeks before someone is any good. The true cost of a hire calculator covers that properly.
- Nothing you type leaves your browser. There is no database behind this page.
Time is one of the three freedoms. Personal Coaching is where the diary and the habits behind it get worked on; Leadership Coaching is where the handover of work to other people does.
Want the tracking sheet?
We will send you the half-hour tracking sheet this is built for, plus the delegation sequence: what to hand over first, in what order, and how to hand it over so it does not come back.
Your answer is already on this page — the email is optional. We only use it to send the breakdown and the occasional guide, and the message includes a short summary of your own result so the follow-up is about your numbers. Unsubscribe in one click. See our privacy notice.
Frequently asked questions
What counts as owner-level work?
Work that would not happen, or would happen badly, if you were not the one doing it. Setting direction and saying no to things that do not fit. Pricing decisions. The two or three relationships that matter disproportionately — a key client, a lender, a landlord. Developing the people who develop everyone else. And the important-but-not-urgent work: the process nobody has written down, the review that keeps slipping.
Should client delivery count as a problem?
Not by itself. In a young business the owner is the product, and delivery being most of the week is exactly right. It becomes a problem when it is still most of the week after five years, because at that point the business has a capacity ceiling set by one person’s diary, and no amount of marketing gets through it. The number to watch is the trend across a year, not the level in one week. If delivery is not falling as revenue rises, the business still depends on your hours.
Why is firefighting kept separate?
Because it is the one category where delegation is the wrong answer. Firefighting is unplanned work created by something upstream being broken — a process nobody wrote down, a client who was sold something you cannot deliver, a system that fails every third Tuesday. Handing it to someone else moves the interruption without removing it, and now two people are losing their week instead of one. Above roughly a tenth of your week stop and ask what keeps producing the fires.
My effective hourly rate looks low. Is it wrong?
Probably not. It divides everything you take out of the business by every hour you put in, including the unbillable ones. Two things often move it: the hours, and the mix. An owner drawing £60,000 across a 50-hour week is on roughly £26 an hour; the same drawings on a 38-hour week is £34. Nothing about the business changed except which hours stopped being spent on work someone else could have done.
What hourly cost should I put for someone else doing it?
Use the real employment cost rather than a salary divided by 2,080. For an employee that means salary plus employer National Insurance, pension and the rest — the true cost of a hire calculator works it out properly, and on a £30,000 salary it comes to about 21 per cent above the headline figure. For a bookkeeper, virtual assistant or outsourced function, use the quoted rate, which already includes their overhead. If you do not know, put in what you would grudgingly pay and see whether the arithmetic still works.
Is the difference between my rate and theirs a saving?
No. Your drawings do not fall because you delegated the invoicing. What changes is that a block of hours moves from you to someone cheaper, and those hours become available for something else. The gap only turns into money if the something else earns more than the hours cost. If the freed time goes into sales, pricing or fixing the thing that causes the firefighting, the return is often large. If it goes into being available for interruptions, you have bought a shorter week, which is a legitimate thing to want.
How long should I track before using this?
Track one real week rather than estimating four. Keep a note on your phone for five days and write down what you did in half-hour blocks — it takes about thirty seconds a time. If you cannot face that, fill this in from memory and then do the tracked week afterwards to see how far out you were. Compare the two.