[joshjkim]

it's normal and you can expect that no matter what, as CEO you'll have phases like this on/off throughout your tenure, for better/worse it is part of the job. that being said, without knowing more details, I'd venture a guess that after 2 years, you are at a size (in terms of customers, volume, team size, etc.) where you may need to start thinking about not just getting shit done, but managing your team more actively (the thing that clued me in on this beside time/revenue is "people need things from me constantly"). there's lot of resources for how best to do this, but overall it all comes down to identifying big picture goals for the business, setting clear direction for your team, identifying metrics for performance, and then allowing your people to operate relatively autonomously but have regular check-ins / reports on performance relative to the established metrics. this can be as simple as well-defined product development milestones, support tickets closed, sales number achieved, customer acquisition targets, etc. it's important to identify the correct metrics, but often times part of that process is just starting with something simple/obvious, being consistent in evaluating, and then being willing to adapt / add / modify as you and the team learn what really matters.

hope this helps, doing similar things at my company now, not easy but once I appreciated it as a new problem set it's been interesting and satisfying to work on. hit me up if you want to chat more, happy to help.