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https://www.freshbooks.com/hub/accounting/billable-hours#:~:text=Accounting%20Billable%20hours%20are%20the%20amount%20of%20time,to%20charge%20clients%20for%20the%20services%20they%20provide.
https://findanyanswer.com/what-are-billable-hours-in-an-accounting-firm
During the annual tax season, public accountants may work between 60 and 80 hours per week. How many hours a week is 2000 billable hours? A lot of firms give you the same bonus whether you billed 1800 or 3000 hours. It's hard to give an exact schedule because most biglaw associates can't keep an even schedule.
https://www.cpapracticeadvisor.com/firm-management/article/12422997/focus-on-billable-hours-drives-millennials-away
The point of this article isn’t the age old question of billable hours vs. value pricing. The focus today is the value our people provide to our firms and how we measure that value in a way that ...
https://www.regrouptax.com/blog/2015/9/30/as-a-cpa-what-is-your-goal-do-billable-hours-really-mean-anything
Traditionally, CPA’s bill their services by the hour. The time it takes to complete a project is inherently tied to the project’s value. Billable hours and revenue are directly correlated. So, in order to increase your revenue, you need to increase the amount of billable hours. The problem with this logic in a modern CPA practice is two-fold:
https://rosenbergassoc.com/partner-billable-hours-staff-billable-hours-whats-the-correlation/
The genesis of this question comes from one of the most hotly debated issues in CPA firm practice management: Is it better for partners to have high or low billable hours? Here are billable hour facts for partners in multi-partner firms from The Rosenberg 2012 MAP Survey: 33% have fewer than 1,000 per year; 45% have between 1,000 and 1,300; 10% are in the 1,300s and 12% rack up more than 1,400 …
https://www.wolterskluwer.com/en/expert-insights/measuring-efficiency-why-billable-hours-are-not-enough
As the accounting profession changes, so must the metrics firms use to measure efficiency and productivity. There are two primary reasons for this shift. 1. Focus on client value. As firms shift away from relying on compliance work toward advisory and consulting services, simply measuring the number of hours people put in isn’t enough.
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