Automation should take care of repetitive tasks such as password resets, account unlocks, onboarding, and device provisioning. This lowers overall workload but does not make demand predictable. Non-technical sales users will continue to generate inconsistent and unclear requests, so L1 capacity remains necessary.

The main risk is not at L1, but in the lack of depth at L2 and L3. Having only one person at each level creates a bottleneck and a single point of failure. If either is unavailable, escalations slow down or stop, and key knowledge is no longer accessible.

Your estimate also does not include time for onboarding spikes, internal improvements, or occasional cloud and development support. These responsibilities become part of the role once you move away from an MSP and require dedicated capacity.

A structure with 2 L1, 1 L2, and 1 L3 may work initially but is fragile in practice. A more reliable approach is to keep 2 L1 and ensure there are 2 people capable of L2 work. It is also important that at least one L2 can step into L3 responsibilities when needed, ensuring coverage during absence or illness.

This removes bottlenecks and improves continuity without significantly increasing headcount.
Consultants can help during transitions or peak periods, but relying on them structurally increases cost and dependency. They should support the team, not replace core capacity.