Some CTOs who have seen their companies going from 10-1000 don't seem to grow up in their role. They don't learn delegation or trusting others with making decis

Some CTOs who have seen their companies going from 10-1000 don't seem to grow up in their role. They don't learn delegation or trusting others with making decisions. They end up becoming a glorified architect instead of an actual leader. Meanwhile since no one takes the lead in setting up processes and keeping an ear to the ground on quality, velocity etc and things go bad quickly. This article reads like something a startup CTO would do or expected to do. Frankly companies below 100 shouldn't have this role. Someone leading a 10 person tech team isn't really a CTO because the work and decisions involved are totally different from someone leading a larger tech organisation. They should just mark such roles as what it is: a senior architect.