(I've been in the situation he describes, unfortunately)
I agree a lot of that article feels like two things (but i'm not going to remove all nuance - there are clearly other issues):
1. The issue of being forced to be a manager when you want to be an individual contributor, and even worse, feels like being forced to be a TLM when you want to be an individual contributor.
2. Even if you take away the aspects of #1, it feels like a lack of notion that individuals don't build software past a certain point.
I mean that in the sense that, IMHO, past a certain point, all software becomes team built (or fails), whether you are the manager or not. High level software engineering is a team sport, not an individual one. That is true even outside of management - it's also about technically mentoring and growing the team that builds your software so you can rely on them instead of you (which is not just a manager task).
Every person you mentor into someone capable of doing the kind of work you want done is going to increase productivity on the software a lot more than you trying to do it yourself. Over time, they will also be able to build your team.
Over time and scale, if you don't have a team to rely on, and actually start relying on them, you will just feel crushed. Utterly utterly crushed.
There is no path out of it that involves getting better yourself. You simply cannot scale past a certain point and there is no way out of it.