I think that the pressure for initial programming founders to become head managers is a Peter Principle trap - your success at the tasks required as a senior en

I think that the pressure for initial programming founders to become head managers is a Peter Principle trap - your success at the tasks required as a senior engineer does not correlate very well with success as a manager. Even if it works for you (as it seems to have in this case!) it's important not to establish a culture in which you get promoted to managerial positions iff you are a good engineer. I've seen a lot of fantastic coders get promoted to management and be bad-to-mediocre at it, and a lot of meh coders who can take over a room passed over for managerial jobs they'd probably be better at than their purely-technical ones.