By Rebecca Sutherland, Investor and founder of HarbarSix Ltd
When it comes to raising money, founders often imagine investors as gatekeepers who either hold the keys to success or slam the door shut. I understand that view, because I have been on both sides of the table. I know what it feels like to pitch with everything riding on one meeting, and I also know what it is like to assess founders who are certain their idea is the next big thing. Too often, what lets entrepreneurs down is not the quality of the idea but the way they approach investment.
There are patterns I see again and again. These are not about the numbers in your forecast or the details in your deck, although those matter. They are about mindset, behaviour, and preparation. If founders could avoid just a handful of common mistakes, they would give themselves a far better chance of building not just a fundable business but a successful one.
Mistake one: believing investment is validation
Many founders assume that raising money is proof that their business is on the right track. It is not. Investment is a tool, not a trophy. Countless companies secured funding only to collapse because the fundamentals were weak. If your business model is not sustainable, outside capital will not save you. The real validation comes from customers who pay and stay, not investors who write cheques.
Mistake two: chasing the wrong investors
Not all capital is created equal. A common misstep is to take money from whoever offers it, regardless of alignment. The result is strained relationships, mismatched expectations, and sometimes even the wrong strategic direction. Founders need to think carefully about what kind of partner they want. Do you need someone with sector knowledge, with operational expertise, or simply with the financial firepower to back your growth? The right investor should feel like an extension of your team, not a distant overlord.
Mistake three: overselling the dream and underselling the plan
Passion matters, but investors are not there to be inspired; they are there to be convinced. Founders often spend too much time painting a picture of how big the opportunity could be, and not enough on how they will realistically get there. Growth projections with no grounding, vague references to “going viral” or “scaling quickly”, and a lack of clarity on margins are immediate red flags. A compelling vision must be matched with a credible roadmap.
Mistake four: ignoring the downside
Founders naturally want to present everything in the best light, but refusing to talk about risk is a serious mistake. Investors know that every business carries risk. What matters is whether the founder has thought it through and has a plan to manage it. A pitch that only talks about upside comes across as naïve. A pitch that acknowledges challenges, whether regulatory hurdles, competitor behaviour, or supply chain issues, shows maturity and realism.
Mistake five: forgetting that money is not the only currency
Time, trust, and reputation are just as important as capital. The best founders know how to leverage networks, mentorship, and market knowledge alongside investment. Too many approach fundraising as if money alone will fix everything. In reality, it’s the guidance, introductions, and credibility that come with the right investor relationship that often prove most valuable.
Mistake six: treating investment as the endpoint
Securing funding is the start of a new phase, not the end of the journey. I have seen founders close a round and almost relax, as if the hard part is over. In fact, that is when the hard part begins. You are now accountable to others, reporting regularly, and expected to deliver results. It can be exhausting, and if you haven’t built the right habits of financial discipline, transparent communication, and strategic focus, the relationship with your investors will sour quickly.
So, what should founders do differently?
First, build a business that can stand on its own two feet. If you can show traction without outside money, even if modest, you have a stronger case when you do seek funding. Second, prepare with the same care you would for a key customer meeting. Investors want clarity and honesty above all else. Be able to explain your model in simple terms, know your numbers, and do not be afraid to say, “I don’t know, but here is how I’ll find out.”
Third, remember that fundraising is a two-way process. You are choosing an investor as much as they are choosing you. Ask questions about how they support their portfolio, how involved they like to be, and what their track record looks like. A founder who approaches the conversation as a partnership, rather than a plea for help, will immediately stand out.
Finally, keep perspective. Raising money can feel like the only thing that matters, but it is a means to an end. The true test of a founder is not whether they can raise a round; it is whether they can turn capital into a company that delivers real value, employs people, and survives the ups and downs of the market.
I know the process is daunting, and I know it can feel personal when investors say no. But rejection is not always a verdict on your potential; sometimes it’s simply a mismatch of timing, strategy, or focus. If you avoid the common mistakes, keep learning, and stay focused on building a business with substance, you will put yourself in a far stronger position when the right opportunity does come.
Investment can be a powerful accelerant, but only if the fire is already burning.
Rebecca Sutherland, CEO & Founder, HarbarSix
Rebecca Sutherland is the visionary force behind HarbarSix, a hybrid investment fund and business accelerator designed to power up high-potential founders with more than just capital. At the heart of her mission is a belief that exceptional businesses are built not only with smart strategy but with empowered leaders and the right ecosystem of support.
With over 20 years of experience in scaling small businesses and transforming overlooked ventures into sustainable success stories, Rebecca brings a unique blend of commercial acumen, leadership insight, and emotional intelligence to the table. She has a sharp eye for spotting potential where others see obstacles, and she’s on a mission to make sure bold ideas don’t fall through the cracks simply because they don’t fit the traditional startup mould.
Through HarbarSix, Rebecca leads a highly selective programme investing in six standout businesses every six months. But this isn’t your average accelerator. HarbarSix offers deep partnership, one-on-one coaching, access to expert networks, and a shared toolkit that founders can use. It’s a growth ecosystem built for those who are ready to do the work and scale with integrity.
Rebecca’s approach is grounded in the belief that mindset drives results. She champions founders who lead from within, and she’s known for combining big-picture strategy with the kind of practical, hands-on support that truly moves the needle. Whether guiding a business through a make-or-break quarter or helping a founder breathe through a boardroom curveball, her leadership is clear, calm and unapologetically committed.
At HarbarSix, Rebecca isn’t just investing in businesses, she’s backing people, because she knows that when founders grow, their companies follow.
