SFR 10-Year OPORD · Deep Dive
Every growth plan is arithmetic underneath. These are the constants we hire, train, and expand by — and the leverage rule that keeps the company lean while it 10×'s.
| Unit | Carries | Why |
|---|---|---|
| 1 crew — leader + 2–3 members | $25–40K/week (~$1.2–1.9M/yr) | A well-run, well-supplied crew's honest production range; tightens as we benchmark real crews |
| 1 Field Supervisor | $7–8M revenue | ≈ 5 crews — enough span to coach daily, not just inspect |
| 1 Project Manager — paired 1:1 with each Field Supervisor | $7–8M revenue | A relationship role: the PM's job is real phone conversations with customers. AI clears the admin; the human does the talking |
| 1 sales pod — FSM + 4 reps | $8M revenue | The FSM still sells (player-coach) while developing four; ≈ $1.6M per seller |
| 1 Branch Manager / President | up to $25M revenue | One leader's real span with the system doing the coordination |
Run the constants forward and a full-size branch is a knowable thing — which is exactly what makes it replicable.
| Role | Count | Derivation |
|---|---|---|
| Branch President | 1 | $25M is one leader's span |
| Field Supervisors | 3–4 | $25M ÷ $7–8M |
| Crews | ~15–18 | $25M ÷ ~$1.5M/crew — in-house, subcontractor, or a blend by branch type |
| Sales pods | ~3 (3 FSMs + 12 reps) | $25M ÷ $8M |
| Project Managers | 3–4 | 1:1 with Field Supervisors — the human voice on every project; AI handles the paperwork so their hours go to conversations |
| Branch admin | ≤1 | Collections, invoicing, reporting automated |
$100MM = four of these. Fewer, bigger branches — each one a proven kit, each one led by a Branch President who climbed the ladder to run it.
| KC-style — craft branch | Texas-style — scale branch | |
|---|---|---|
| Install force | In-house crews we hire and train | Primarily subcontractor crews — vetted, insured, held to our standards |
| Why | Complex craft — pier & beam, basements — takes deep training and retention | Bigger markets, simpler slab-dominant installs; capacity scales by onboarding proven subs, not by hiring |
| Field Supervisor's job | Training, quality, safety | Quality control and subcontractor performance |
| Margin discipline | Labor efficiency, measured weekly | Bid-first pricing — no work starts without approved pricing that protects the margin |
| Always in-house | Everything | A warranty/service crew — our promise stays ours |
| Spin-up speed | Slower — training takes time | Faster — the growth engine for Texas expansion |
The rule: people who sell, physically install, or carry the human relationship scale with revenue. Everyone else scales with software. Before any support role adds headcount, we prove the software path is exhausted — a breached workload target is a software gap, not a hiring trigger.
| Role | Industry norm | Our standard | The mechanism |
|---|---|---|---|
| Project Manager | ~1 per $2.5M | 1 per $7–8M (1:1 with FS) | A relationship role — AI clears the admin (updates, portal, photo QA) so one PM covers ~3× the industry span while talking with customers more, not less |
| CSR | ~1 per $4M | 1 per $12–15M | AI front desk answers instantly 24/7; humans take the conversations that need a human |
| HR | 1 per 50–75 employees | 1–2 total | The onboarding factory — a checklist a supervisor can run end-to-end |
| Branch admin | 2–3 per branch | ≤1 per branch | Collections, invoicing, and reporting run themselves |
| Finance staff | 5–8 at $100M | ~2 | Books built on clean, automated data — closing is review, not archaeology |
| Traditional $100MM contractor | SFR at $100MM |
|---|---|
| Office-to-field ratio near 1:2 — 60–80 coordinators, schedulers, analysts, and admin on payroll | Office-to-field near 1:6 — those 60–80 roles are software, and were never hired |
| Every $1 of growth drags G&A with it | Support cost stays nearly flat as revenue grows — that's where the 25% EBITDA lives |
| ~$250–300K revenue per employee | $400K+ revenue per employee (with Texas scaling on subcontractor capacity) |
The point of the margin: a company this profitable can pay its people at the top of the market, honor every warranty without flinching, and keep investing in the system — in that order. Margin is how the promises get kept.
