I can understand a part of your perspective. After all, from an objective point of view you are the one who's ultimately accountable for getting things done. And by that logic, you deserve the lion's share of the rewards when they come due.

But the problem with your reasoning is that, in reality, growing a successful company is a team sport. No matter how brilliant you are, you alone are no match for a high-performing team. Or even a medium-performing team.

The real issue is not what you deserve should the company "turn profitable." It is that you are extremely unlikely to become successful until you figure out how to build a great team. Which is hard, by the way.

My recommendation is that, if you have established product-market fit and are now in execution/scale mode, you need to either step up as CEO and make learning how to build and manage a team to achieve real results your #1 responsibility. Or if that's not your thing, you need to accept your strengths and weaknesses and find someone else who can play that role.