How Much Does a SUPERGLASS WINDSHIELD REPAIR Franchise Owner Make?

Officially, it discloses no sales or earnings result. Item 19 states that SuperGlass Windshield Repair, Inc. does not make representations about future franchisee performance or the past performance of company-owned or franchised outlets. That means there is no official average revenue, median sales, profit margin, owner salary, or percentage of outlets reaching a stated result to use as the lead answer. See 2026 FDD, Item 19, p. 30.

The Federal Trade Commission explains that a franchisor is not required to publish a financial performance representation, but any sales or earnings claim it does make generally must appear in Item 19 and have a reasonable basis. Gross sales, when disclosed, would still not equal owner earnings because operating expenses can consume the difference. The FTC also recommends asking for written substantiation and interviewing current and former franchisees.

Estimated pre-tax owner earnings

Cash-like owner benefit after the broad benchmark’s normal business deductions and the 6% FDD royalty, before personal income taxes and financing principal.

Owner-operator benefit

Residual business net income plus the economic value of labor performed by the owner. It is not passive profit and it does not include a separate owner wage expense.

Interest and depreciation

The IRS net-income benchmark reflects whatever interest and depreciation the reporting Schedule C businesses claimed. No buyer-specific loan interest, acquisition financing, or capital-expenditure schedule is added.

Manager-run residual

The modeled owner-operator benefit less a paid trained-operator wage proxy. Employer payroll taxes and benefits are not included, so actual paid-labor cost could be higher.

The range is derived from official government sole-proprietor data, then adjusted for the FDD’s 6% royalty. The IRS 2023 “Auto repair and maintenance” row is broader than mobile windshield repair, but it is the most usable official owner-operated income benchmark found. It reports 465,852 Schedule C returns with $41.280 billion of receipts and $3.284 billion of net income less deficit; the profitable-return subset reports 302,426 returns, $33.555 billion of receipts, and $6.261 billion of net income.

The resulting broad-industry averages are approximately $88,600 of receipts and an 8.0% net-income margin across all returns, versus $111,000 and an 18.7% margin among returns with net income. The model deducts an additional six percentage points for the SuperGlass royalty because the IRS table is not a same-brand franchise dataset. That adjustment is deliberately conservative and may partially overlap with royalty deductions already present in some industry returns.

• Conservative is not a “worst case.” It is the average across a broad IRS population that includes businesses reporting deficits; an individual unit can lose more.
• Base is not a forecast. It uses only IRS returns with net income, so it excludes loss-making returns and should not be treated as the most likely outcome.
• Upside is analytical, not reported. The 20% revenue increase and three-percentage-point margin lift are editorial sensitivities, not FDD results.
• Materials and ordinary overhead are not deducted twice. They are assumed to be embedded in the IRS net-income margin. The official franchise website’s stated 3%–5% materials range and roughly $200 monthly fixed overhead are operating cross-checks, not additional model deductions.

At the modeled revenue levels, active owner operation is economically material. Item 15 does not require the owner to perform every repair personally, but at least one trained and approved person must be active in the unit, and only technically trained individuals may provide windshield repair services. Replacing an active owner with paid labor therefore changes the economics directly. See 2026 FDD, Item 15, p. 26.

The May 2025 BLS national mean annual wage for Automotive Glass Installers and Repairers was $50,430. Subtracting that wage alone—before employer payroll taxes, benefits, recruiting, overtime, or higher manager compensation—produces a negative manager-run residual in all three scenarios. This does not prove every manager-run SuperGlass unit loses money; it shows that no positive manager-run earnings estimate is supportable from the available revenue evidence.

The recurring charge with a defined revenue percentage is the 6% monthly royalty. Item 6 also requires purchases of specified repair chemicals, resins, equipment, and proprietary items from or through approved sources, sometimes at cost plus a handling fee of up to 30%. The FDD does not provide a complete annual operating-expense statement, so these costs cannot be converted into a same-brand margin without sales and usage data.

FDD references: Item 6, pp. 6–10; Item 7, pp. 10–12; Item 10, p. 16; Item 15, p. 26. Item 7’s $37,602–$112,522 initial investment is startup context, not an annual operating expense, and is not subtracted from one year of revenue.

Only slightly. Item 20 confirms that the U.S. system had 180 franchised outlets and three company-owned outlets at December 31, 2025, but it provides no revenue or profit data for either group. Franchised outlets declined from 185 at year-end 2023 to 179 at year-end 2024, then increased to 180 at year-end 2025. Four franchise transfers occurred in 2025. These counts establish system scale and movement, not owner income. See 2026 FDD, Item 20, pp. 30–36.

Verify same-brand records directly with the franchisor and franchisees. The scenario is useful as a disciplined screening range, but it is not a substitute for territory-level sales histories, invoices, expense statements, and owner workload evidence.

• Ask for the current FDD and confirm that Item 19 still contains no financial performance representation or later amendment.
• Request written substantiation for every sales, income, customer-count, or payback statement made during the sales process; reconcile it to Item 19.
• Interview owner-operators in small, mid-market, and large territories about 2025 and trailing-12-month Gross Revenues, repairs completed, average ticket, materials, vehicle expense, insurance, marketing, payroll, bad debt, and owner hours.
• Interview manager-run operators separately. Ask what role the manager performs, total employer cost, technician staffing, owner oversight, and whether the unit produces cash after all paid labor.
• Compare mature units with new or recently transferred units. Do not blend ramp-up periods with stabilized operations.
• Obtain actual records for any existing unit under consideration and reconcile bank deposits, tax returns, royalty reports, customer concentration, and deferred vehicle or equipment spending.
• Model financing separately because Item 10 offers no franchisor financing. Include interest, principal, lender fees, and required reserves without presenting after-tax take-home pay.

The strongest defensible range is approximately $2,000 to $21,000 per year as estimated owner-operator benefit, with a $14,000 base analytical scenario. It is scenario-based, not official, because the 2026 FDD makes no Item 19 financial performance representation. The most important earnings driver is the owner’s ability to generate sufficient territory revenue while personally supplying trained labor. The largest unresolved uncertainty is the absence of same-brand sales and expense distributions by territory and operating model.

A paid-operator structure is not supported by the benchmark revenue levels: deducting the BLS wage proxy produces negative residual earnings before payroll burden. Before making a decision, a buyer should verify the current Item 19 language, request substantiation for any financial claim, and obtain comparable 2025 or trailing-12-month revenue, expense, owner-hours, and staffing records from multiple current and former franchisees.