When you take on a new leadership role, you're going to feel the urge to jump in and start working on the projects that are most important to success. With your experience, negotiating a difficult contract or improving customer service is child's play.
These early wins are important: they build trust, and create momentum towards a better future.
But if projects are always dependent on you to be successful, then you've demoted yourself to a doer rather than a leader.
Do the early wins, and then move quickly to building your team's capability. This requires a safe space to learn, and to fail. If we learned to walk on the edge of a cliff, no one would walk.
In the long run, you'll only move as fast as your team can handle.