Take the real decisions your team keeps bringing back to you and make the boundaries explicit.
Who decides?
Who decides and informs?
What genuinely needs your judgment?
And where exactly does their authority stop?
Take a recurring deliverable you keep checking and separate:
standards
from judgment
from real founder exceptions
from things that are simply your preference.
Because those are four very different reasons to review someone's work.
Start with the questions you keep asking every week.
What's late?
Which client is becoming a problem?
Who's overloaded?
What needs my decision?
Then build the smallest possible management view around those signals.
Without moving the entire company into another tool.
Before another PM, ops manager, COO or senior hire, define:
what outcome they own,
what decisions come with it,
when they should involve you,
and what you actually stop doing if the hire works.
Because adding a person and transferring a function are not the same thing.