In the early days, the leader being the bottleneck is not a problem. It is the operating model.
You are often the architect, the escalation point, and the person who still jumps in when production breaks at midnight. Decisions are fast because there is one brain and one set of priorities.
Then the team grows.
Suddenly you are still the person who approves the hire, the vendor, the architecture change, the release, the pricing experiment, and the Slack thread about whether a button should be blue.
Nothing is wrong with caring. The problem starts when speed depends on your attention, and your attention is already full.
