There's a fundamental difference between what a start-up has to achieve and what a growth company needs to achieve, and skill sets that make one good at the other are not transferable. Some people have both, but most don't.
A founder has the task of finding a product market fit that has never existed before. And before that fit is found there is no assurance that such a fit will ever be found. You can't ask your customers what they want, because you don't have them yet. In fact, the big problem you face is to discover who they will be, and they might not be who you expect! So a founder CEO needs to be good at exploring the unknown, searching for where that place is (and isn't!). Until you achieve and sustain breakeven this work isn't done, and failure is still a strong possibility.
Once a company punches past breakeven you know that you already have enough customers to sustain the company. This is your cash cow, and you need to make sure you protect it, while you grow. Since you have customers now, you can actually ask them things. Growth are much clearer: there are really just two types: 1) Find other things your existing customers like and sell them that new stuff. Or 2) find people who are a lot like your existing customers, only slightly different, and tweak your product(s) just a little and sell what you already have to them too.
Another way to think about it is: a founder needs to experiment with different strategies over and over until he or she finds one strategy that works (gets the company to breakeven). Ability to iterate (fail fast) over a bunch of possibilities before the company hits the end of the runway is what makes such founders successful.
In contrast, the growth CEO needs to AVOID broad experimentation -- they have a working recipe. They need to keep repeating that recipe over and over. Small changes (continuous improvement) are good. And making the money making machine work reliably over and over again is their goal.
But reliable repetition only makes sense when what you are repeating is a proven success strategy. Rapidly, reliably repeating a strategy that doesn't make money just assures you go broke faster and more certainly.
As you can see, the experimental skills that makes the founder successful will ensure they fail as a growth CEO (throwing away the success recipe in search of another), and the skills that make a growth CEO successful would fail miserably when you don't yet have customers and a product market fit.
People generally try to repeat what has worked for them before. This often means that founder CEOs don't want to stop experimenting once they hit breakeven. When their board removes them they are often much happier and become serial entrepreneurs where they can keep repeating the skills that made them happy and successful in their previous start-ups.
Similarly, every so often there are successful growth CEOs who try to start up companies and are rapidly frustrated that there are no customers to talk to, and that you can't repeat success when you've never achieved it yet.