My point is that properly criticizing a CEO is exhausting so it is rarely done properly.
CEO is a very general job role. I dont understand your point with the painters. That would be an operations issue, so I actually wouldnt criticize the CEO of the painting company at all for it. thanks to him/her, I was able to contact a painting company, they showed up, they painted the apartment, and left. I would think the operations team (the painters) deserve to be fired and held accountable for claiming they know how to paint a room when they clearly didn't. Nothing about their job is general or consists of trade-offs. If I said "you only have 10 minutes to paint the room and then leave" then yeah, it might come out like shit and the "excuses" would be valid. which is the kind of time pressure CEO's are often under with respect to things they are actually doing on a day-to-day basis.
i would hold the CEO responsible with respect to resolving the issue and refunding me, etc, since the CEO role is to be responsible for the outcomes of the company.. but he's not the one painting the room. Just like with any company, the CEO does not literally run the company. If service is poor, it is usually because people are finding their way past hiring filters to get jobs they aren't qualified for. Let's not forget that people everywhere are often advised to lie their way into employment, fake it till you make it, baffle them with bullshit, reword your resume to sound more impressive, etc. These people line the mechanisms that CEO's use to accomplish anything at any company.
Of course, the CEO position is no exception to this and I am not saying it is literally impossible to build a case against a CEO. I am saying it needs to fully encompass the position or else you're likely assigning criticism to the CEO for some culmination of lower level operational incompetence that they simply failed to overcome. If a director over-promises to the CEO and the CEO signs off on the basis of trust with the director, then when the bar is not met later of course the CEO will be held responsible but the reality of fault sits with the director, or maybe a subordinate to the director who convinced the director that the over-promise was doable. You then have to get into the weeds of whether or not there were signs the CEO should have seen as to not trust the director, or if they had reason to overrule the directors approach, etc. you then have to do similar things across all areas of the company to derive a valid criticism that the CEO is the common denominator in it all.
Leadership is significantly harder to criticize appropriately than operations. Personally, I would like to stop reading meaningless criticisms from people who want to complain and be heard but dont want to do the work necessary to make a valid complaint.