Founders often mistakenly believe that the reasons investors provide for rejection are the actual problems with their startup, rather than considering other potential issues.

Founders often get distracted by coding and overbuilding instead of focusing on understanding the core problems their users face.

Investors often have different incentives than founders, which can lead to misalignment in priorities.

Founders sometimes mistakenly believe they should sell to startups just because other successful companies did, without understanding the unique challenges involved.

It's common for founders to focus on unconventional aspects, like unique corporate structures, instead of addressing the core needs of their customers, which can hinder their success.

Founders often complicate things unnecessarily, leading to distractions from core metrics that truly matter for business success.

Founders with a product background may avoid sales, mistakenly believing they can run their startup like a game without engaging in selling or influencing potential customers.

Founders often make excuses when asked direct questions about their startup's challenges, creating complicated narratives that place blame on external factors instead of taking responsibility for their growth and customer acquisition.

Founders sometimes prioritize their own interests over the company's, which can lead to poor governance and decisions that harm investors, such as structuring deals that favor themselves disproportionately.