If you want to remedy it, you'll need to take some time to figure out why it happens. Sometimes, it happens because during the growth stage, a founder is in ch

If you want to remedy it, you'll need to take some time to figure out why it happens. Sometimes, it happens because during the growth stage, a founder is in charge of product. Handing the reins to a hired PM is hard for even experienced founders to do. Sometimes, the tendency is to micromanage to such a point that the hired PM is more like a product administrator than a product manager. Other times, it happens because as you reach scale, there's more risk to every release. It's one thing to move fast and break things when you have 100 customers. It's another thing entirely to move fast and break things when you have 10k customers and a wack of SLAs. And still other times, it happens because developers haven't scaled with the company. Growth stage developers are a different breed than scale stage developers. As a company reaches scale, things generally need to get more formal and experts take favour over generalists. Once you understand what's going on, you can start making changes. I don't know how to fix the issue where a founder has trouble giving up the reins, so when I worked for startups, I liked to stick with startups where a founder planned to stay in charge of product. Derisking a release is complicated and relies on strong communication between many departments. Scaling up to a scale stage developer requires being open to change.