What time-based pricing actually trades
Selling days transfers the risk of the unknown to the client: if the work takes longer, they pay more. That is the correct arrangement when nobody can size the job in advance — discovery, debugging, exploratory work — and it removes the incentive to pad an estimate defensively.
It also caps the supplier's income at hours available, and quietly penalises expertise. Someone who solves in a day what another would take a week over earns a fifth as much for the same result. This is the standard argument for value-based pricing, and it is a real effect — though it assumes clients will pay for outcomes they cannot verify, which many reasonably will not.
Set the rate from utilisation, not from a salary
Converting a target salary into a day rate by dividing by 220 working days produces a number that will not cover the year. Non-billable time — sales, admin, invoicing, learning — routinely takes 30–40% of a freelance week, and holiday, sick leave, pension and equipment come out of what is left. Divide by realistic billable days, not calendar ones.
