The Capacity Playbook

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You are full, which says nothing about whether the hours are worth anything, and yours may be worth half what a similar firm earns for similar work.
You are about to hire to fix a capacity problem you created by underpricing, which just means more people doing underpriced work at a permanently higher cost base.
You have never logged two weeks honestly, so you are guessing at where your time goes, and admin is always bigger than anybody guesses.
You are chasing records manually, one of the largest admin costs in a small practice and almost entirely automatable, and you are doing it at a notional £150 an hour.
You keep twenty low fee clients and call it loyalty, when the bottom fifth of a list routinely takes a third of the working year.
You are trying to hand over technical work first, which fails, because you cannot supervise anybody properly while you are still buried in admin.

The four levers in the correct order, with hiring deliberately last, and the reason doing them out of order produces a bigger, poorer firm.
A two week time audit method with five categories, done on paper so you actually finish it, plus what it always reveals.
How to rank every client by fee divided by hours, and the exact wording for repricing or releasing the ones at the bottom without a bad month.
The four automations that pay back fastest, worth between fifteen and twenty five hours a month, none of which require a hire.
A five step automated chasing sequence, so the personal chase only happens for the few people who genuinely need it.
What to delegate in what order, what it costs per hour against what it returns, and a before and after showing 48 hours a week becoming 26 while billing goes up.