The outsource-or-hire decision usually arrives as a spreadsheet. Salary plus benefits plus tooling on one side, provider fee on the other. Whichever number is smaller wins.
That comparison is easy to build and it answers the wrong question, because the two options do not deliver the same thing.
What hiring actually gets you
One person, present, with deep and growing knowledge of your specific environment. They learn your quirks, your people and your business. They are in the building when something goes wrong.
They also have one skill set, work roughly forty hours a week, take holidays, get sick, and can resign. Everything they know that is not written down leaves with them.
What outsourcing actually gets you
Coverage that does not sleep, a range of specialisms no single hire could cover, tooling already paid for, and continuity that survives any one person leaving.
You also get less depth on your specific environment at the start, a relationship mediated by process, and a provider whose incentives are not automatically identical to yours.
Hiring buys depth in one place. Outsourcing buys breadth and continuity. Most organizations need some of each, which is why co-managed exists.
Questions that actually decide it
How many distinct skills do you need?
If the answer is one, hire. If it is service desk plus security plus cloud plus automation, you are describing four people, not one, and no single hire will cover it well.
What does downtime cost you per hour?
If it is meaningful, you need coverage outside business hours. One person cannot provide it. Two cannot really either.
How exposed are you to one person leaving?
If your best IT person resigning would be an operational event rather than an inconvenience, that risk has a cost, and it belongs in the comparison.
Is the work steady or lumpy?
Steady operational load suits internal staff. Lumpy project work suits a provider, because you are not paying for the troughs.
Is technology a differentiator or a utility?
If your technology is part of what makes you competitive, keep that capability inside. Outsource the parts that are table stakes.
The answer is usually both
Most organizations that get this right end up with a small internal presence that knows the business deeply, and a partner providing coverage, specialist depth and capacity. The internal person stops being a single point of failure and starts being the person who understands what the business actually needs.
That arrangement costs more than the cheaper column in the spreadsheet. It also tends to be the one that still works in three years.
Working through this decision?