This is because the challenges that you are facing with your tech stack likely range in complexity between the following two points:
Upgrade/Downgrade: Because of the circumstances your company is facing, the current subscription level is no longer aligning properly with what your company needs. The most likely need here is to upgrade to a higher subscription level. Of course, it is conceivable that a downgrade might be needed (especially if it is not in budget and the tools are beyond what your company needs.) Most likely, though, you require an upgrade.
Replacement: A very likely scenario is that your tech stack no longer aligns with what your company needs. It is possible that you need to get something completely new. An example of this would be your company needing an ERP system to address accounting and inventory needs. While QuickBooks or Freshbooks are excellent programs, they do not have ERP capabilities. Therefore, you would need to migrate your data to an ERP program like NetSuite.
Once you have adequately assessed your issues with your tech stack, you might be able to make the necessary adjustments quickly. However, if you decide that replacement is the best choice, the time has come for you to do your research to determine what the best solution is for your company.
To be clear, I am not a fan of replacement unless it is absolutely necessary. This is because it can become a very time consuming task that might require significant training for your staff. However, if you are facing a scenario that you simply cannot make things work any more, then you need to go ahead and make the change, regardless of how painful and difficult it will be in the short term.
If you are reading this, a legitimate question that you might be asking is how can this be avoided? Thankfully, the answer here is a very easy one to give. Get things right at the outset. When you are trying to get your tech stack set for your business at its founding, make sure that you are selecting something that will work for you long term. That way, you can be sure that you will not be facing this situation.
At this point, you might ask the following question: what if you are not the founder and you have either purchased the business or have assumed the role of CEO or President? What should you do to prevent this situation from becoming a reality? Obviously, this is a major challenge, since it means that you have the potential to inherit a problem. My recommendation here is this: be proactive. If you see something on day one that might not look right, ask questions. After all, your tech stack to your business is a building's internal infrastructure. If it has issues, figure them out right away. The last thing that you want to do is to have a structurally unsound tech stack that is just an accident waiting to happen.
In conclusion, growing pains will strike a business. It is possible that you can plan very carefully and mitigate the issues that you will face with growing pains. Also, should you come into a company after its founding, it is also possible that a careful survey of the tech stack will reveal issues that should be quickly addressed. This could help you down the road, especially if you conclude that it would be wiser to replace a current component in your tech stack now in order to prevent problems later. Wherever you can mitigate growing pains as it pertains to your tech stack plan to do so. This will be very helpful in the long run. However, at the end of the day, you will still likely experience growing pains in some capacity, so it is not a reasonable expectation to feel that you can completely ignore the growing pains phase. You can make it less difficult, though, and planning carefully when it comes to your tech stack can help you out quite a bit.