So yeah, you get more leverage by using your knowledge to mentor others to do the development for you. But you could end up getting stuck as CEO of a startup that's in a backwater corner of the industry, rather than as a developer in a company that's doing interesting world-changing stuff that you can then leverage when you start your company later.
The point is not "I'm not capable of coding this, I must hire someone smarter", it's "I'll manage someone to do the coding I don't have time for, and they can observe my attempts to run the rest of the business (or whatever)."
Regarding 'backwater corners' - isn't this article about how to provide value in the backwater corners of the software industry? Printing and generating bingo cards is about as backwater as you can get, but I see nothing wrong with that. I'm also in the food industry and I understand that you don't grow up to be McDonald's (a restaurant which has - from my perspective - provided incredible value all over the world) overnight. Ray Kroc grew McDonald's by serving what was then an expensive burger to a niche clientele. Then he expanded from there. I don't see why a similar strategy isn't sane in the software industry.
This hits close to home as I am gradually learning that I provide far more value to the world by using my knowledge to have others do technical implementation than if I were doing it myself. For someone who loves code, it's a painful transition. But I think you can learn to love business just as you learned to love code.