Lesson: An advisor isn’t a shortcut. They’re a multiplier, only if you choose right.

Early on, I nearly handed out advisory titles too easily. Impressive résumés, but not always the right fit. I considered bringing in people from Coca-Cola and Pepsi, industry giants. On paper, they looked like perfect fits. But neither had ever been an advisor. One didn’t take the time to understand the brand; they were more focused on landing their first startup and equity stake than actually helping to build it. The other had potential, but the timing didn’t line up with where we were.

That’s when I learned: credentials don’t equal alignment. The best advisors lead with curiosity, ask the right questions, and stay present. They treat your company like their own because the outcome reflects on them, too. But what if I still get it wrong? That’s where structure protects you. Every advisory agreement I use has a six-month cliff. If the value’s not there, the equity isn’t either. No harm, no foul, just a clean exit.

Now, I only bring someone in if:

• Behavior: They dig in first, ask the right questions, and offer insight before ever mentioning incentives

• Alignment: They’ve helped build at this stage before, and their lessons translate to what I’m building

• Mindset: They see this brand for what it is, not a copy of their last win, but something new they want to understand

Even before they’re brought in, I share key company details and watch how they follow up. I pay close attention to how they talk about Jivati. In meetings. Over email. When reaching out to their network. If they speak in vague terms and can’t go deep on the brand, that tells me everything. At that point, I have a choice: offer feedback, or keep watching. Either way, absolute conviction shows early. Within three months, it’s usually clear whether they’re here to build or just to benefit. And thanks to the six-month cliff, I can end things cleanly if it’s not working. No equity lost. Just time, and a reminder to vet harder next time. Remember: you don’t bring on an advisor to save the company. You bring them in to help scale what’s already working. Their connections won’t matter if you’re not ready to deliver, and your momentum won’t last if they’re not guiding it with intent.

Closing Thought

Not every early-stage startup gets flooded with interest, but the right kind of clarity attracts the right kind of people. The best advisors don’t just make introductions; they prepare you to make the most of them. Equity isn’t a thank-you gift. It’s a commitment. Don’t give it away to energy that never turns into effort. Don’t mistake charm for contribution. Build with people who get it and prove it.

If you’re still figuring out who to trust or how to filter the right kind of help, this earlier piece breaks down what building from scratch really feels like. It’s the foundation behind why I think so differently about advisors now. The real ones don’t just show up. They help you level up.

Stick around. I’m just warming up.

Subscribe here for more → The Weekly D-Briefs (or forward this to someone building something meaningful)

_{DISCLAIMER - All content by Devraj Patel, including The Weekly D-Brief, is for informational and educational purposes only. It does not constitute business, legal, or personalized advice. No client relationship is created unless agreed upon in writing. Past results do not guarantee future outcomes. You are solely responsible for your decisions—always consult appropriate professionals before acting on this content.}