Know whether you have the people for what's coming — before you commit. Operating shows supply against demand by role and skill across the coming months, so you can hire, subcontract, or take on work with evidence.

Add up committed and tentative work, and set it against the hours your team actually has by role, skill, or team. Know exactly when your team is overbooked and underutilized.


If two of the deals in the pipeline land, do you need to recruit, subcontract, or shift start dates? Run the question against real numbers instead of gut feel, and give sales an honest answer on when the firm can start.
Tie capacity to your financials and the numbers follow: utilization, effective rate per hour, margin. On time-and-materials work, hours drive revenue. On fixed price, they drive cost and margin. Either way, your capacity plan is a financial plan.

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