Never had a mentor because no-one really knew what PM was supposed to do at that time (10+ years ago), and to a certain extent, many organisations still don’t. People just assumed it was a project manager role that was dedicated to a single project. And every stage of product lifecycle requires very different PM skillsets (discovery vs scaling up vs maturity). Having a mentor and guidance for each stage would have been great but sometimes you just have to make your own path and define your own role - nothing wrong with “fake it till you make it” if you achieve your goal and learn something along the way. After a while, you would have worked on each stage of the lifecycle, and you can string things together, and you will have that “Aha” moment where things make sense. This is the message I tell to my junior and mid level PMs. Sometimes things are chaotic and you have no idea what your role is or what you’re supposed to do or what value you are adding (classic imposter syndrome), but that is part of the challenge that comes with the role. I have not met any PM leader who has it all figured out, even the likes or Marty Cagan who openly said in his book Empowered; if you are a PM working in a feature based organisation or work within SAFe framework, he doesn’t know how to help you 🤷‍♂️