For field-service growth, I would separate crew structure from operating cadence. Keep territories dense, put technicians into pods of perhaps 6 to 8 under a field lead, and centralize scheduling, route planning, customer communication, inventory, billing, and quality data until local volume justifies duplication.

I would manage each pod on jobs per technician day, windshield time, on-time arrival, first-time completion, callbacks, recurring-service retention, upsell conversion, overtime, and days from service to cash. Promote the field lead only after testing whether the team performs during a week when the owner is absent. Otherwise the owner-dependency just moves one layer down.

What is breaking first for you today: recruiting and training, route density, supervisor bandwidth, or consistent quality across crews?