In every commercial relationship — between client and consultant, employer and employee, contractor and principal — there exists a class of costs that do not appear in any budget, are not captured by any accounting system, and yet systematically erode the financial value of agreements that were, on paper, clearly defined. These costs are not the product of fraud or malice. They are the product of something more pervasive and, in many ways, more difficult to address: the ordinary frictions of human collaboration, dressed in the language of reasonableness. This book names those frictions. It calls them Man-Hour Eaters — a deliberately concrete term for a phenomenon that is most dangerous when it is abstract, when it has no name, when it is simply the way things are. The Man-Hour Eater is any demand on a person's or organisation's time that falls outside the agreed scope of a commercial engagement, that is not compensated at the rate of the original agreement, and that would not have occurred had the original scope been honoured in full. The Man-Hour Eater is not a new phenomenon. It is as old as commerce itself.

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