Everything still comes through you.

You can hear it in the way you describe your own week. They need you involved. Nobody can do it quite the way you do. You want to grow, but not at the price of losing control. None of those sentences sounds like a problem on its own. Put them next to each other and they describe a company with a single point of failure.

This is not a discipline problem, and you have almost certainly delegated. What moved was the task. The decision stayed. So every route through the business still ends at your desk, and the people you hired to take load off you are waiting on you to release it. The org chart says one thing. The routing says another.

The cost is not the hours, although the hours are real. It is that success keeps making the arrangement look correct. Every good quarter is another piece of evidence that you should carry on doing it exactly this way. Meanwhile a business that cannot run without you cannot be stepped back from, cannot be handed over, and cannot be sold.

The objection is fair. Standards do slip when you let go. They often do at first, because the person taking it on is doing it for the first time and you have been doing it for years. That gap is real and it closes with repetition. Holding the standard by holding the work protects the standard and preserves the ceiling at the same time.