I don't disagree with most of what you said. But the reality is there will be long grueling hours regardless of the best laid plans. So you have to inspire people to push through that. That doesn't mean you aren't pushing back on deadlines and working smarter, but when you have limited runway you have to push hard. It also doesn't mean you abuse people or not push them to take personal time.

As for inspiring the board and CEO etc. totally agree, but rarely is there a time an early startup CTO can tell investors we need to move slower. The best scenario generally is working to get more resources to reduce individual workloads but you still have to inspire people to work hard which will result in a number of long hours for some. And you can't be the "manager" just telling people to work harder, they have to be inspired by the work and what they are doing.

I also think it is critical to know how to transition your team to a more mature group as you raise further money and gain clients and revenue. Exactly to your point.