I see this as a good thing (hear me out.) Building a product or business is a multi-skilled task. Broadly speaking you need to cover product development, marke

I see this as a good thing (hear me out.) Building a product or business is a multi-skilled task. Broadly speaking you need to cover product development, marketing, finance. Good leadership covers all 3 bases, but leadership in the latter 2 is more important than leadership in product. Which sounds backwards, but you're the tech guy providing the tech. Leadership is figuring out what / how / to who of marketing coupled with the balancing of finances to make the business work. VC funding of course up-ends this model. It removes financing and marketing (and even product fit) from the equation. Here's a pile of money, "go build something and we'll figure out the rest later..." Sure 90% fail to figure it out, and the business part fails, but that's OK because the VC (although not always the techie) comes out a winner. It's a great model to handle the edge-case of good ideas that are hard to pull off. If you end up in a non-vc business though, don't be surprised if most of the layers above you don't care about the tech.