The fact that they're good at figuring out what people want is not to be understated. That's not common, and most startups fail because they don't produce something people want and will pay for. All the technical muscle in the world can't overcome that. I've worked in two startups (one failed, one was too sleazy to even discuss) and did excellent technical work at both, but that didn't matter in the end because of executive problems. If your "business guys" are good at finding customers, figuring out what they want, and delivering it, that's a major asset.

Here's what you need. Get a VP-level title so you can hire people better than you and not push yourself down, because that's what will happen if you don't have a title. At this stage of the company, titles mean nothing, but at 40 employees, they will.

Now find at least one technical person who's better than you and try to recruit him. He'll be your mentor. He'll possibly want a title once he learns that you have one. That's fine. Make sure the founders are willing to make him VP as well, so you're equals. (You don't want to be the boss of someone better than you, so mandate that the people you hire answer directly to founders/the board).