As Managed Services demand continued to grow, the MOO Design Services team faced increasing pressure during peak periods, with limited visibility into future capacity needs. Growth, seasonal spikes, PTO, and fluctuating request volume made it difficult to proactively plan resourcing without risking missed SLAs or team burnout.

The department needed a clear, data-driven way to forecast design demand, protect service level during high-volume transitions, and make a credible case for additional headcount — rather than reacting to issues after they surfaced.

I independently designed and built a data-driven forecasting model to bring clarity and predictability to team capacity planning. The model incorporated expected Managed Services growth (11.6%), historical request volume, seasonality, PTO, and individual capacity to project demand across future quarters.

Using this framework, I proactively identified resourcing gaps and advocated for temporary freelance support during critical periods. I used the model to guide prioritization decisions, balance workloads, and align stakeholders around realistic expectations — shifting resourcing conversations from anecdotal to evidence-based.

Maintained a 75–80% SLA during peak volume periods, exceeding the 70% benchmark despite increased demand

Provided empirical data that directly supported approval for two additional full-time roles

Enabled, for the first time, allocation of dedicated hours for non-sales work, improving long-term team sustainability

Established a repeatable forecasting framework that continues to inform strategic planning and resourcing decisions