How Knowcraft surfaced ₹2.37Cr in recoverable billable capacity
Managing 30+ client engagements with no project-level view of where billable hours were going, Knowcraft grew billable output 12.7% in nine months, without adding a single new hire.
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About Knowcraft
Knowcraft Analytics is a specialized analytics and data services firm supporting global financial institutions with hybrid delivery teams across 30+ concurrent client engagements. Every hour is a margin lever, billable, non-billable, or idle decides whether a project clears its number or quietly leaks profit.
Thousands of hours logged. No view of what was billable.
A firm running 30+ engagements was measuring margin on estimates, not data
The week before a quarterly margin review, the clinical work was never the concern. The concern was the paperwork. Before a margin review with a financial services client, the Head of Delivery would pull the project hours report, cross-referencing broad time entries and chasing classifications that should have existed weeks ago. What the delivery team built across dozens of projects could hinge on records reconstructed in days.
Beneath that recurring scramble, Knowcraft had no system that mapped hours to billable categories in real time. Billing for completed project milestones, with each one representing contractual, auditable revenue, depended on hours classified after the fact.
Margin visibility built on estimates, not data
Knowcraft’s time entries were self-reported, broad across categories, and rebuilt under pressure before every review. Each margin conversation was a reminder that the leakage lived in the process.
Revenue that existed only on paper
Every completed project milestone was billable, but the hours behind it were being estimated. Overloaded teams missed milestones. Underutilised teams ran up non-billable cost without output. The records that should have protected margin weren’t there.
Resourcing decisions made in the dark
How long does a client engagement actually take? Which team has room for a new project? Knowcraft’s leadership couldn’t answer either question with data. Capacity planning without concrete data was akin to shooting in the dark.
“Hours that had been untracked or broadly logged became visible and defensible. We didn't work more, we measured what we'd been doing.”
Hours that hold up, and capacity that shows up.
Classification turned logged hours into billable output. The effort it used to take went back to delivery.
More billable hours, zero new headcount
Billable hours grew from 71,591h to 80,714h with no headcount change. Classification, not effort, turned existing work into measurable, defensible billable output in every margin review.
Drop in one quarter
Non-billable hours fell from 27,630h to 20,913h from Q2 to Q3 after task classification improved. Billable hours hit their nine-month high in Jan–Mar.
Recoverable, now measurable
38,494 idle hours per quarter, structural, not seasonal, became measurable by person, project, and day, surfacing productivity shifts before delivery risks escalated.
Knowcraft had the delivery capability to take on more work. What was missing was proof of it to plan workload, on where hours were going, which teams had capacity, and whether their margins would survive the next client review. Flowace ruled out the guessing game and made 250 people’s work visible, defensible, and billable for the first time.
Your next margin review is already in motion. Are your records keeping up?
Most analytics firms tracking 200+ delivery staff find a 15–25% gap between logged and billable hours within two weeks on Flowace.
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