I love coming up with ideas and executing on them as well, but that's not what provides value in the particular role I'm in at present. It is a good sign that

I love coming up with ideas and executing on them as well, but that's not what provides value in the particular role I'm in at present. It is a good sign that you are worrying less about ideas and more about execution, especially since most businesses revolve around one good idea that needs focused execution at the expense of "things that would be a good idea 6-12 months from now", because a business is what it is at a particular point in time regardless of the end-goal vision. And yes, at times lines need to be drawn in the sand but those are pretty rare times when you have a good group of smart people and usually involve breaking impasses when there is no clear consensus. There's also the whole "I have a responsibility to shareholders at the end of the day" duty that many employees do not feel, but too often founders use both of these as excuses for "I think X, so it must be so" rather than questioning themselves in the face of disagreement with a group of people you brought on board because of their skills and intellects. Frankly, I imbue no magical powers to writing code when it comes to founders of tech companies because often the tech is the least difficult problem to address. I know, I know, I speak heresy given the venue but I can code a great product far easier than what is required to build a good marketing campaign and sales strategy, and I at least can depend on my bash/vi session to be predictable unlike those that have to venture out into the customer acquisition arena with all its unpredictability.