Choose relevance over celebrity
Look for someone who has recently handled problems like yours at a comparable stage. An operator who understands stock, marketplaces or early sales may be more useful than a famous founder from a different model.
Bring a real decision
Useful sessions start with context, numbers and a specific decision. Share what you tried, what happened and where you disagree with yourself. Mentoring cannot replace contact with customers.
Test for candour
A good mentor asks uncomfortable questions, distinguishes evidence from hope and admits what they do not know. They should not force every company through their own story.
Agree on boundaries
Clarify frequency, preparation, confidentiality and whether the relationship is paid, voluntary or part of a programme. Be cautious when advice is tied to selling services or requesting equity.
Act and report back
Write down the decision and next test. Return with results. The value of mentoring compounds when advice becomes action and both sides can see which assumptions survived reality.