Phase yourself out.

Quietly identify the person inside your company or outside it who's best qualified to lead operations after you step back. Figure out how to structure a turnover in terms of equity, salary, incentives, and accountability.

After you've figured out how you might step back – whether selling the company outright or delegating responsibility – interview the candidates. If somebody capable is eager to take over, then train them.

Phase in your replacement. You may find mentoring that person will reinvigorate your interest in the processes currently boring you to death.

After you're sure that the company will thrive without you, then you know you really succeeded in building something bigger than yourself. At that point, you can turn your attention to the next project.

Nope. I can't help you with any of this.