Have you considered that the new product and supercharger teams may have lost direction and that's why swift and decisive action had to be taken instead of spending months trying to rectify it (if it was rectifiable).
Could this be similar to a building project where you've gotten to a stage where the walls are being built in the wrong place, using the wrong materials by the wrong workers and the project manager has been assuring you all along (while you've been busy on other stuff) that everything is going to plan and it'll all be finished on time to the agreed spec. but actually it's become clear that it's not gone the way you hoped and your budget is under a lot of pressure.
You can either carry on spending the agreed budget with them and hope they deliver in the end.
Or fire just the PM and hope a new one gets the problems fixed with the existing workers (if they are any good).
Or maybe just start with a new, smaller, more capable team who will have a fresh approach to the job with a new agreed budget.
Sometimes pausing construction, cutting your losses and starting fresh is the best approach.
Open questions (for anyone):
If SuC rollout/expansion (NOT maintenance) was paused for 3 months from now, what affect would that have?
Which inter-city routes in U.S. are not served by SuCs currently?
How many of the "500 " SuC employees were taken on in the last 6-12 months?
How has SuC usage grown as a result of opening them up to non-Teslas?
How many over-utilized SuC sites are there compared to under-utilized ones?
Is there a stockpile of SuC hardware somewhere or are they built only when new sites are being readied?
What is the backlog of parts required to build new SuC hardware?
If there's a report someone can link to which answers all of these questions, I think it may help
