Bring a question to the meeting. Leave with a decision.

Flowboard's reporting areas include time and billing, project profitability, team utilization, invoice summary, and capacity versus actual work. Each supports a different management question. Time and billing helps examine recorded effort and billability. Project profitability compares the configured revenue basis with direct delivery costs. Invoice summary supports a billing review rather than proving that every amount is collected.

Capacity versus actual work is useful when a plan and the work record disagree. A person can be allocated lightly and still log a busy week, or be allocated heavily while a delayed project consumes little actual time. The difference should prompt a conversation about the plan, not an automatic judgment about the person's performance.

A saved configuration preserves the choices that make a report useful: its type, filters, presentation and the exact dates chosen, which stay fixed until you save a new report. This matters when a leadership meeting is comparing one period with another. If the team changes the scope without acknowledging it, the same report title can hide a very different population of projects or people.

Only Owners and Admins can save and schedule reports. A schedule reuses the saved report exactly, including its date range, and emails every recipient the full columns, including revenue, cost and margin. Choose recipients who should see that data, and save a new report when you need a new period. The implemented export and scheduled-delivery format is CSV. That is useful for spreadsheet review and further analysis, but it is not the same as a finished PDF client report. Add interpretation separately when the numbers require a decision or external explanation.

An agency plans 32 hours for a designer in a 40-hour week. Planned utilization is 80%. The designer later logs 38 hours, including 26 billable hours, six hours of non-billable client work, and six hours on internal activity. If the designer's working-hours settings also add up to 40 hours a week, actual billable utilization is 65%. The utilization report uses each member's working hours, while planning uses capacity rules, so keep the two consistent. These are illustrative inputs, not a customer benchmark.

The difference between 80% planned allocation and 65% actual billable utilization is not automatically a 15-point failure. The planned hours and billable hours measure different things. Inspect which projects moved, whether internal work was planned elsewhere, and whether the recording policy was followed. The report becomes useful when the team identifies a concrete adjustment for the next week.

A compact report can support a better conversation than a large recurring export with no decision attached. Start with one review that already happens in the agency.

1. Name the decision

   Write the question in plain language, such as which engagements need a scope review or where next week's allocation exceeds capacity.

2. Select the matching report

   Choose the report area and period. Confirm the projects, people, and filters that should be included before comparing the totals.

3. Validate a small sample

   Trace a few values back to the source time entries, invoices, or project configuration. Resolve missing data before treating the report as a complete picture.

4. Save and share deliberately

   Save the useful configuration, export or schedule the CSV where appropriate, and assign the resulting action to a person.

Use a consistent period, current rates, and complete time entries when comparing reports. Keep accounting, tax, and revenue-recognition decisions in your financial process. Flowboard gives you the operating view of delivery, capacity, billing, and direct project costs.

Flowboard reports are agency operations reports. They do not replace advertising-platform performance, search rankings, media monitoring, or a statutory financial statement. Use specialist systems for those sources and bring the relevant delivery decision back into the agency workflow. Keep client performance claims separate from the cost of providing the service.