It sounds like you don't want to manage the A/V projects any more. You could hire a project manager and revert to what you personally want to do. As a company grows, the founder, who might be able to perform every required task very well, does not have enough time, arms, and legs to do everything.
You have already outsourced many of the physical tasks to subs. This can be a very flexible arrangement. Rather than making do with a staff person, you can have best of class on every task. This also allows you great flexibility with respect to scale. If you have a peak in demand, bring in a few more subs. If there is a lull, you don't need to carry dead weight staff.
It's a hard transition for some founders who don't want to give up any direct control or add any expenses -- as you have indicated. This is unfortunate, because it sets a ceiling on the scale of your business.
The very best founders become the team building chief, and this is their real skill, rather than personally touching every little detail.
You can look at this project manager person as a tool. It might seem expensive at the outset, but the big job tool allows you to (efficiently) take on many more jobs. I can remember (a long while back) when a hammer drill seemed like a huge expense. We struggled and struggled with puny little consumer drills. As a teen I learned the value of good tools, but my partners had to learn this at their own pace (It's a slow lesson for them and classes are still being held). Finally, we bit the bullet and bought the hammer drill. You all know the outcome -- nasty, almost impossibly hard jobs became trivial.
