Okay, I will try to elaborate on my earlier comment. Given the fact that it's a small company I will take it (from own experience), that the process or agility

Okay, I will try to elaborate on my earlier comment. Given the fact that it's a small company I will take it (from own experience), that the process or agility around on how you produce software is blurred and probably not totally in place. The missing "boundaries" for some developers can be stressful and if a process is missing that can lead to frustration. When I lead teams I also try to "cut of" or act as a buffer to the business side of the team, and have them focus and hold them accountable for what they are good at (and that's often sales, marketing, budgets etc.). And let me and the team do what we're good at. The communication around these things most be done a proper professional fashion. Down the line no company can function with a CEO that believes he/she has a say in how a developer should act outside his own temple. So many teams allow too much interference from the outside. They shouldn't be allowed. Focus on what you and you're team is good at and have the rest of the company focus on what they are good at.