In my current role, I've seen the company go from 6 to 120 people, and it's absolutely true that there are some people that are really amazing at a 6 person company who can be extremely counter-productive in a company of even 30 or 40.
Also, startups, since they are often run by people new at running companies, are often slow to respond to these kinds of folks. It's also rare that folks recognize this in themselves. I very nearly quit my job when going through a bunch of rough patches, because I thought, maybe the company finally scaled past me. I'm glad I didn't because it's smooth sailing again, but it's always important to reflect on yourself and ask if you are really doing the best you can. It's really hard to quit a role that is going poorly, let alone going passably well.
There's no one type, and it depends on the company. But a general archetype which seems to reoccur is that of the generalist.
Early on, people wear a lot of hats, which means they get to be involved in a lot of different parts of the company and its growth. At a certain stage, teams compartmentalize, and people who don't like being isolated to one or two teams tend to get frustrated with companies as they become more structured.
There's also often a phase where that structure is just starting to be formed, and it can be very awkward and unappealing to people as it plays out.
Also, startups, since they are often run by people new at running companies, are often slow to respond to these kinds of folks. It's also rare that folks recognize this in themselves. I very nearly quit my job when going through a bunch of rough patches, because I thought, maybe the company finally scaled past me. I'm glad I didn't because it's smooth sailing again, but it's always important to reflect on yourself and ask if you are really doing the best you can. It's really hard to quit a role that is going poorly, let alone going passably well.