I think you’ll find that CEOs, like anyone, usually have strengths and interests in one particular area or another - like the examples you cited, yours might be

I think you’ll find that CEOs, like anyone, usually have strengths and interests in one particular area or another - like the examples you cited, yours might be product. Having opinions on and being able to quickly dive deep into product is a valuable skill, but I’d recognize that it will quickly become one of a dozen major areas that are vying for your time. You’ll eventually need product leaders whose thinking aligns with yours and you can trust to make decisions while you are focused on whatever the business needs at a given point in time. From what I’ve seen, getting to the point as a CEO where you have a lot of optionality over where to spend your time relies on you being great at hiring people who can fulfill your vision in as many corners of the company as possible. Then you can choose who and where to spend time with and what to go deep on.