To me, and this is just a suggestion, but I would sacrifice some margins and pay the lead and crew more. I would say a good lead should make $200-$300/ per day in a good (50+ client situation), and a crew member needs to make $150-$200. These are ballparks but that type of money will keep people around for a long time and motivate them to excel and provide work that's set apart. That would put a lead around 25-30 per her, and a crew member around 17-20. Obviously the lead would need to be someone with experience and who can find more leads and clients to scale. Also, I'm not sure on your setups but consider more hardscapes and flower bed designs, tree planting, with a half or full sized dump trailer mainly for dirt, etc.
There are many variables such as, are you frequently using yard signs, door hangers etc. Have you focused on driving leads to a website for interested clients to fill out work inquiry forms, do you have a good website, etc. Do you have at least 15 5-star reviews on social media platforms, or a high rating? Are you using top-of-the-line commercial grade equipment? Do you drop the lowest paying clients, clients who maybe have issues with paying on time, clients who constantly ask for unwarranted discounts, prioritizing clients who get added to weekly and bi-weekly schedules, etc. Changing work orders on the fly, even periodic price increases, charging more money for things such as overgrowth, etc.
Sooo I tried this approach wasn't the greatest results. 1 he got the pay but his work ethic wasn't consistent every day, sometimes literally dragging his boots. 2. He made a client I produced the bid, and he thought he should have gotten paid half of my bid quote just because he made the connection with the customer after the customer saw us in the store with my decal on our shirts. Further more, it's all my equipment and investment, etc.etc. And I paid him a $200 bonus prior to him being ungrateful and dissatisfied with his pay. The entitlement is through the roof nowadays, in our city traffic and abroad.
