How much agency capacity is disappearing into repetitive work?
Calculate the hours your team spends on recurring reporting, checking, audits, proposals and operational tasks — and see what that workload is really costing your agency.
The calculator identifies which recurring workload is creating it.
A simple way to quantify recurring agency workload.
The calculator converts the time your team spends on repetitive delivery tasks into annual hours, working days and approximate internal cost.
Estimate the weekly workload
Add the hours your team typically spends on reporting, monitoring, audits, proposals and recurring operational work.
See the annual impact
The calculator compounds those weekly hours across the year and translates them into working days and approximate delivery cost.
Identify recoverable capacity
Adjust the removable workload estimate to see how much specialist capacity could potentially be redirected into higher-value work.
See how much agency capacity repetitive work is consuming.
Estimate the total time your whole agency spends on recurring operational work in a typical week. Add together the hours contributed by everyone involved to reveal the capacity and internal cost being absorbed.
Your agency’s weekly workload
Enter the total hours spent across your agency—not the hours spent by one person. Use a realistic typical week and count each activity only once.
What this workload is costing your agency.
These figures update automatically from the combined weekly hours across your agency.
Annual estimates use 52 weeks and eight-hour working days.
That is approximately 68 eight-hour working days of team capacity that could potentially be redirected into client delivery, strategy or growth.
This estimate uses a conservative 40% efficiency benchmark. It represents potential capacity value, not a guaranteed cash saving.
Want the agency-specific number?
The calculator provides a benchmark. The Efficiency Review identifies the processes, hours and capacity your agency could realistically recover.
Find My Real Efficiency Gap →
The number matters.
Where the hours are disappearing matters more.
A large efficiency gap usually means specialist people are carrying recurring operational work alongside the work only they can do. The opportunity is to separate those two things.
Repetitive work is reducing delivery capacity.
Hours spent preparing reports, checking healthy accounts and rebuilding recurring work are hours that cannot be used on strategy, optimisation, client relationships or growth.
Small tasks become expensive when they repeat.
A few minutes rarely looks significant in isolation. Repeated across multiple people, clients and weeks, the same workload becomes a meaningful operational cost.
Growth increases the workload unless the system changes.
When recurring work scales directly with client numbers, every new account adds more checking, reporting, administration and production. Better systems change that relationship.
You’ve found the efficiency gap. Now decide what to fix first.
Take the next step and identify which workflows offer the strongest opportunity to recover capacity inside your agency.
Look for the work that repeats before specialist judgement begins.
The removable percentage is an estimate of how much recurring workload could potentially be automated, simplified or eliminated while keeping the decisions that need experienced people.
Data collection and preparation
Pulling platform data, combining sources, formatting information and preparing recurring reporting inputs.
Routine checking
Repeatedly opening accounts to check pacing, tracking, anomalies or performance conditions that could be monitored automatically.
Repeated production
Rebuilding audits, proposals, reports and recurring documents from information your agency already holds.
Moving information between systems
Creating tasks, sending routine updates, copying information, triggering approvals and connecting tools manually.
Repeatable analysis steps
Structured checks and calculations that can be performed consistently before a specialist reviews the output and applies judgement.
The goal is to reduce the production work around those decisions so your specialists spend more of their time applying expertise.
You know what the inefficiency is costing you.
Now identify which workflows are creating the biggest drain and where better systems could recover the most valuable capacity.
