I don’t think it’s a terrible idea at all — this is usually the point where a small service business has to start creating clearer lanes.
I’d just make sure the person “running” handyman has clearly defined authority around estimating, scheduling, client issues, and what still needs your approval. Otherwise you’ll still be the bottleneck.
I’d also ease them into it instead of making them full-time producer + full-time manager overnight.
What you’re describing sounds less like chaos and more like the normal transition from “I have a crew” to “I have departments.” The key is delegating ownership, not just tasks.
