Bingo. As soon as possible after building a product that starts getting traction I build teams of people who are far better than me in every relevant discipline who can sprinkle true awesomeness on their respective areas. From that point my "deep understanding of all areas" (as you put it) gives me the judgment to lead the team as we relentless prioritize efforts in the individual aspects of the whole product. That skill set was valuable at least through the IPO, twice.
Even before I started my own companies I was a product manager at a large company, and groking the hardware, software, UX, manufacturing, and marketing aspects of the product gave me uncommon influence with the real experts in each of those domains -- because I had and could communicate that end-to-end vision of what was possible.
That's how I became solid (but not expert-level) in distributed systems, machine learning, web development, UX/UI design, and app dev.
Even for large teams, having people who have a deep understanding of all areas of work is underrated.