Establish the starting point
Use records from a consistent period. Identify operating costs, collected revenue and the management or driving work currently supplied by the owner.
← OverviewPlan the business
Build & grow your fleet
Plan the business
before adding trucks.
Review the equipment, staffing, costs and office workload your next stage will require. THS helps organize a fleet-development plan, including owner-operator prospect development and onboarding when agreed. Use the calculator to explore assumptions, then discuss the work needed to support your plan.
1–3 trucks · establish4–7 trucks · manage8–9 trucks · strengthen
Fleet planning and administrative capacity
Before adding a truck, account for the work it adds.
Another unit brings staffing, maintenance, billing and supervision demands. THS helps organize the proposed change so you can review its costs, responsibilities and unanswered questions together.
Model the proposed change
Compare equipment, staffing, insurance and cash assumptions. The calculator illustrates your inputs; it does not forecast earnings or establish financing eligibility.
Define the support required
Identify who will handle the additional document follow-ups, reporting and administrative tasks. Scope the THS support needed for that workload.
Bring your current fleet size, proposed change and the decision you need to make. Financial and operating commitments remain with your authorized decision-makers.
Interactive fleet planning
Your assumptions.
A clearer operating picture.
The starting values below are an arithmetic illustration, not market rates, an insurance quote or a THS earnings forecast. Change them to explore your scenario.
Establish a repeatable operation: unit economics, driver coverage, dispatch, administration and reserves.
Monthly figures are annual averages, not a collections forecast. Current trucks is a reference input; target active trucks drives the calculation. Fixed costs and insurance continue for all 12 months. Include retained idle-unit expenses in overhead. Cost categories exclude taxes, new capital purchases and owner distributions. Verify all assumptions before a decision.
Growth stages are business-planning stages.
They do not establish insurance eligibility or automatic savings. Review comparable quotes with a licensed agent as the fleet changes.
What must work without you?
People
Driver coverage, recruiting, accountable managers and the cost of replacing owner labor.
Controls
Dispatch routines, administrative records, collections, maintenance and downtime.
Capital
Per-truck results, equipment payments, reserves and the cash demands of expansion.
Scope and responsibilities
Understand the work, the records needed and the responsibilities that stay with you. Your written agreement defines the actual scope.
Suitable for
Established carriers evaluating 1-3, 4-7 or 8-9 unit scenarios; owner-drivers preparing to step out of a truck; and operators considering new equipment, drivers, contractors or dispatch capacity.
Not suitable for
Guaranteed revenue projections, financing approval, equipment appraisal, tax or accounting advice, insurance advice, or a promise that expansion will be profitable.
Deliverables may include
Assumption register; current-state operating snapshot; fleet-stage comparison; equipment and debt schedule; driver or contractor labor model; owner-replacement labor adjustment; maintenance and insurance assumptions; dispatch and administrative capacity map; cash-needs schedule; risk and dependency register; milestone dashboard; and written implementation or hold recommendation. The proposal controls the actual deliverables.
Records needed
Unit list and utilization; recent revenue and expense records; owner labor; payroll or settlement basis; lanes and customers; insurance; maintenance history; debt or lease obligations; dispatch and back-office costs; working cash; planned equipment; staffing assumptions; and management capacity.
THS responsibilities
Reconcile supplied facts, document assumptions, compare scenarios, identify control gaps, maintain the decision record and flag matters requiring accounting, tax, insurance, legal, lending or equipment expertise.
Client responsibilities
Supply accurate records; identify planned purchases and staffing changes; validate operating assumptions; obtain professional advice where required; approve decisions; and retain responsibility for financing, equipment, employment, safety and operations.
Review and closeout
Current-state review; assumption confirmation; scenario comparison; management-capacity review; decision checkpoint; approved implementation sequence; and closeout record identifying completed THS work, unresolved assumptions and decisions retained by the client.
Fee and outside costs
Quote after assessment. A scenario review and an implementation engagement are separate scopes. Financing charges, equipment, insurance, maintenance, payroll, recruiting media, software, taxes and outside professional fees are separate unless the proposal expressly includes a named amount.
Boundary
The model is a decision tool, not a forecast or guarantee. Results depend on facts and decisions outside THS control.
THS is not a motor carrier. Submitting an inquiry is not an agreement. Signing records acceptance of the written terms. Your written agreement defines the scope and any funding required before work begins. THS confirms the required cleared funds, records, client authorization and written activation separately.
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