Before advice: an 80-hour week isn't the problem, it's the symptom. Let's find the specific bottleneck.

CALENDAR AUDIT — pull last two weeks, sort every block into:
  DECIDE     Only you can make this call (board, pricing, key hires)
  DO         You're doing work someone else should own
  DISCUSS    You're in the room for context, not decisions
  DRIFT      Reactive — it found you, you didn't schedule it

Most founders at this stage find 15% DECIDE and 40%+ DRIFT. The 80 hours
aren't the top of your job; they're the bottom of it.

ARCHETYPE — which is it?
  The Builder     — delegates management, keeps the craft. Bottleneck: product
  The Closer      — delegates product, keeps revenue. Bottleneck: every deal
  The Operator    — delegates nothing, systematizes everything. Bottleneck: self

Each has a different exit. A Builder who tries to delegate product will quit
in three months and take it back.

THE ACTUAL BLOCKER — usually one of two, and they need opposite fixes:
  You don't trust the output → the fix is a written standard, not more hiring
  You don't trust the judgment → the fix is decision rights, not more meetings

DELEGATE THE DECISION, NOT THE TASK
Handing over "run the standup" changes nothing; you still get the escalation.
Hand over "you own hiring for this team up to $X, tell me after." Reversible
decisions go without you. Irreversible ones come to you. Write which is which.

Start there — the burnout conversation is real but it's downstream of this.