More resources can relieve a real constraint. They can also allow an unclear process to continue for longer. Before deciding what additional revenue or funding will change, name the problem it is supposed to solve.
Separate shortage from confusion
A team may lack enough people to deliver a sound service. It may instead lack a clear scope, a reliable brief or someone who can approve the work. Both feel like pressure. Only one is solved directly by adding capacity.
Write the expected chain of effects: this expenditure creates this capability, which changes this outcome. If the middle of that sentence is vague, spending may be getting ahead of diagnosis.
Choose what to protect
Growth creates decisions about quality, availability and pace. Decide which standards should remain intact as demand increases. Without that discussion, the business can spend more while quietly accepting more rework or slower responses.
This is a personal operating perspective, not a claim that wealth automatically improves or worsens a person's character. Circumstances, obligations and choices differ. The useful question is what your own spending decisions reinforce.
Put review points around commitments
Before taking on a new recurring cost, define when it will be reviewed and what evidence would justify keeping it. Include the work required to manage the purchase, hire or system. Access to a resource is not the same as making effective use of it.
Keep the purpose visible
Write down what a healthier business would make possible: better work, more resilience, additional capacity or more time outside the business. Use that purpose when comparing options. Otherwise expansion can become its own objective and consume the benefit it was meant to create.