I have done this multiple times because I am more suited for the CTO role. The problems I faced were related to "domain knowledge" of the new CEO.
If they don't know your industry inside and out, there will be a tug of war between you and your team and the new leader. Problems especially arise if your team ends up circumventing the new CEO and going to you because they can't get their questions answered.
This can lead to that new CEO trying to permanently get rid of you. They can win investors over by giving them ammunition against you and increasing their % by revoking your shares, etc.
Focus on board control. Being "CTO" and also "President" can be a good option as long as "product" vision and the technology is under your direction and the new CEO's job description is clear and focused on other things like "Marketing," "Raising Capital," "Investor Relations," "Strategic Partnerships," etc. etc.
If you do step aside, make sure you give the new CEO 150% support and don't contribute to or cause any problems, especially between them and other team members. Put your heart into it or don't do it in the first place.