Ask HN: Delegation Balance as an IT Manager

I've had various roles in IT for over 25 years and currently am CTO in a 15 person startup. I seem to have a reoccurring theme in my career that I am a times 5 employee and can do everything. Development, devops, linux guru, marketing, business analyst, project manager, dba, vendor management, finance (MBA,CFA) etc. Great as a micro startup. Once there is outside money I get blamed by incoming staff for over-control and under delegation and not being available (as I am 120% booked)

- When I leave a place normally they need to hire 3-5 people to replace me and I feel like a shitty manager as people say I don't delegate enough

- I burn out

- There is a lot of technical debt because we moved so fast to hit business goals

- I have my finger in many many projects and am the kind of business guru in all of them (understand business better than sales and IT as well)

- recruiting is hard because I want to try to find people like myself which are rare and expensive.

I have justified this to myself as I am saving the company money. Any suggestions on how to manage this and avoid getting painted as a poor manager and better balance the whole thing? Maybe I should get out of IT and just hire people? Maybe I should just run everything like projects - but if I don't put my head in the weeds I don't fully understand stuff?