If you have teams that work on one project only, then you could keep them on Scrum iterations. If they can plan things out and do the work without depending too much on external resources (I'm thinking "you" here), then great, let them do so. From what I gather from your question, it seems that this is not the main issue, but the fact that you are a shared resource, with your own projects, and with responsibilities in management meetings.

If you are split into 4 directions, you can't really use Scrum.

• You could do as you say. Continue to use Scrum and redefine roles and responsibilities, and reorganizing teams, basically trying to create separate teams for each product, with you taking a "higher" position as a role of manager/consultant/support or watever fits the bill for the work you do, or...
• you let the other teams do Scrum on their projects, while for the two projects you handle + extra support, you switch to Kanban. This will enable you to visualize better what's happening, get more insight and knowledge, and then be able to make more informed decisions.

Scrum might be the solution, or it might not (e.g. doing Scrum with teams of only two people might be a little bit heavy). Whatever you decide to do, you need to analyze the entire situation and see where the pain points are, and only then decide what to do: keep doing Scrum in all teams, reorganize teams, reorganize roles, use Kanban in all teams, use both Kanban and Scrum, etc.

If you have teams that work on one project only, then you could keep them on Scrum iterations. If they can plan things out and do the work without depending too much on external resources (I'm thinking "you" here), then great, let them do so. From what I gather from your question, it seems that this is not the main issue, but the fact that you are a shared resource, with your own projects, and with responsibilities in management meetings.

If you are split into doing your work in four directions, "you" can't really use Scrum.

• You could do as you say. Continue to use Scrum and redefine roles and responsibilities, and reorganizing teams, basically trying to create separate teams for each product, with you taking a "higher" position as a role of manager/consultant/support or watever fits the bill for the support work that you do, or...
• you let the other teams do Scrum on their projects, while for the two projects you handle + extra support, "you" switch to Kanban. This will enable you to visualize better what's happening with everything, get more insight and knowledge, and then be able to make better informed decisions.

Scrum might be the solution, or it might not (e.g. doing Scrum with teams of only two people might be a little bit heavy on the process side, while at the same time too light on all the necessary skills needing to be present in each team without the need for them to ask others for help and support). 

Whatever you decide to do, you need to analyze the entire situation and see where the pain points are, and only then decide what to do: keep doing Scrum in all teams, reorganize teams, reorganize roles, use Kanban in all teams, use both Kanban and Scrum, etc.