Hiring, expansion and seasonal pressure are all bets. A simulation is how you see the odds before placing one.
Why it matters
“Can we absorb this growth” is usually answered by instinct, and instinct is reliably wrong about routing, because the cost of new work depends on where it lands rather than how much of it there is. Two hundred accounts in one suburb and two hundred spread across a county are different businesses with the same headline.
How you notice the need for one
Hiring decisions are made after overtime appears rather than before. Growth targets are set without anyone asking what they do to the calendar. A new area is opened and the first indication of trouble is a technician finishing at seven.
What to do
Simulate the condition you most expect and the one you most fear: the growth plan, and losing a key person during peak. Both are cheap to work out and both change decisions. The value is rarely the exact number; it is finding out which week breaks first, because that is where the next investment belongs.