This is the screen the product is named after. Profitability puts side by side what was agreed with the client and the time it actually cost — and it's where the agency discovers that the 50,000 contract consumed 62,000 worth of team.
Profitability is part of the Pro plan.
The scope is the project's life
Unlike Reports, which works by period, here the scope is the whole project, start to finish. That's the comparison that makes sense: pitting a 50,000 fixed fee against a single month's hours would guarantee a wrong conclusion.
You switch between By customer and By project, and filter by customer, by status (in progress, active only, completed only, or everything including archived) and by margin — the Loss-making only filter is the shortcut to the hard conversation.
The numbers at the top
Total hours — everything tracked within the scope.
Efficiency — how much of the total was billable. An efficiency of 60% means 4 out of every 10 hours went on nobody's bill.
Agreed revenue — what the contracts promise, according to each project's billing model.
Effective hourly rate — revenue divided by total hours, not just billable ones. It's the most honest number on the screen: you sold the hour at 250, but if the team spent 40% of its time on rework, it went out at 150.
Reading the table
Each row shows the billing model, the hours, the efficiency, the budget consumption, the agreed revenue and the effective hourly rate. For those with access to cost, Cost, Margin and Margin % appear as well.
Two notices show up on rows and deserve attention, because they explain numbers lower than expected:
X without rate — there are hours with no rate set, so that row's revenue is incomplete.
X without cost — there are hours with no hourly cost, so the margin can't be calculated.
When something isn't calculable, the system states the reason instead of showing zero: billing model not defined, agreed amount not provided, no start date, hasn't started yet. A zero there would be a lie that looks like a result.
Budget consumption
If the project has budgeted hours, the budget column shows how much has been consumed — and, at the pace of the last 30 days, the date it will overrun. That's the information that lets you renegotiate scope while there's still time, instead of finding the problem at invoicing.
Projects with a monthly budget show as "of 40 h/month", not as a running total.
Alerts before the overrun
The screen is good, but nobody opens a screen every day. That's why there's the budget alert: when a project crosses a configured percentage of its budgeted hours, whoever administers the workspace gets an email.
You pick the percentages under Workspace › Budget alerts. With no percentage selected, nobody gets alerts in that workspace.
Three behaviours that avoid noise:
Each percentage warns once. Crossing 80% doesn't generate a daily email.
If you increase the budgeted hours and the project drops below a threshold, only that threshold becomes active again — the ones still crossed don't fire twice.
Turning on a budget for a project that has already blown past it records every threshold but sends a single email.
The alert email carries no amounts — it talks about hours. Amounts have rules about who may see them, and email is a channel that doesn't know those rules.
Where to go next
Customers and projects — the fields that feed this screen.
Setting the hourly rate — where hourly revenue comes from.
Team cost and margin — how margin is calculated.
Reports — the same operation seen by period.
In short: Profitability compares the whole project's agreed revenue with the time it cost, showing efficiency, effective hourly rate and budget consumption with an overrun projection; when rate, cost or billing model is missing, it states the reason instead of showing zero; and the email alert warns you before the budget runs out.