Changing Roles in Tech: Lessons from a Strategy-to-Product Journey

"We want you to join Mercedes-Benz.io as a Business Consultant for the Strategy circle, supporting My Mercedes-Benz ART and respective teams."

I had no idea what that meant back then, but I said yes. I was excited for change, to join a dynamic company full of people I already admired and to throw myself into something new, even if I didn't fully understand it yet.

Before I knew it, my first day began at 4 AM, boarding a flight to our annual company event, the PitStop, that time held at Estufa Fria in Lisbon. I hadn't even set foot in the office yet, and I was already immersed in the heart of our culture.

Shaping a Role That Didn't Exist (Yet)

I was stepping into a newly created role within the Strategy circle, supporting the My Mercedes-Benz ART. There was no playbook, no predecessor, and no clearly defined scope, just an open invitation to shape the role from scratch.

And that's exactly what I did.

Need an on-site PI Planning organised? I'm in.

Prioritisation models for our PMs? Let's do it.

Workshops? Feedback mediation? Analytics support? Absolutely.

Nothing was off the table. And the more my peers trusted me, the more involved I became in major decisions for the ART. Bit by bit, I connected the people, the products, and the puzzle behind creating the best digital experience for our customers.

From Strategy to Product

Roughly a year later, those connections led to my next chapter: the opportunity to become a Product Owner (PO).

I'd be lying if I said imposter syndrome didn't creep in. I had so much respect for the POs I'd worked with, how could I possibly live up to that? But again, I leaned on the people around me. I asked for advice, took deep breaths… and said yes.

What followed became one of the most defining projects of my journey so far.

Together with the team, we launched Digital Extras for B2C across 13 markets, a rollout that took around four months and taught us so much about alignment at scale. Later, we tackled the Future of Commerce migration, delivering it across 44 markets, also in the space of four months, but with a whole new set of complexities and learnings. Both were fast, ambitious, and high impact. And through it all, we faced real pressure, but we moved as one. Every milestone wasn't just a technical success; it was a shared achievement.

And all that momentum led me to the biggest challenge I've taken on yet.

Full Circle

This year... I said yes – again!

Since July, I've taken on the role of Product Owner for the central product that actually enables projects like the one I worked on before. It's surreal, in the best way, the kind of full-circle moment that only makes sense in hindsight.

We end up this year celebrating not only the full migration of the markets from the previous chapter but also 24 more markets for our car online reservations. What began as a leap into the unknown, with no roadmap or predecessor, became a journey filled with challenges, learning curves, and proud milestones. Now, I'm contributing at the core, helping to shape the very foundation others will build on.

Sounds great, where do I sign?

Reading this far, it might seem like everything always falls perfectly into place: the right opportunities, the right support, and the perfect conditions to do great work.

News flash: That's not how the real world works.

Moving between projects often meant stepping into chaos. I've had exactly five days to absorb knowledge from someone with five years of context before they moved on. I've had to support teams on both sides of a transition, trying to bring stability while learning on the go. In moments like these, it felt like standing in the eye of a storm, and the only way not to panic was to fall back to the basics (we'll get to that in the next chapter).

Joining a new project also comes with the need to rebuild context from scratch. Even when people are available to help, you're the one who has to stitch together the puzzle. You need to decide which feedback matters, which assumptions to question, and which topics are worth revisiting (even if they make the room roll their eyes). But there's always, at least, one person who's still willing to push the current with you. Find them. Use that momentum.

And then comes the real pressure: delivering everything, all at once. Whether it's a feature, a migration, or a full rollout ... someone is waiting. And depending on who that is (or how many they are), the pressure can be intense. You won't be able to please everyone the same way, at the same time. The only way forward is coordination based on trust, collaboration, and mutual understanding. Without that, there's no constructive path ahead.

Lastly, team balance and well-being. You can't deliver great work if your team is burnt out or disconnected. There's always a tension between stability, ambition, and continuous improvement. Some days go smoothly. Others don't and often for reasons entirely out of your control. But your role is to guide through it: communicate early, listen deeply, and create space for people to speak up and reset. That's how you ride out the chilling moments, together.

Disclaimer: This article is a work of fiction. Any similarity to real meetings, people, or actual events, is purely coincidental.

What I've Learned So Far

• If someone invites you in, it means they believe you can do it. Even if your inner critic isn't convinced, trust the people who see your potential.
• You'll never be good at everything and that's OK. Stay open to feedback, stay humble, and try to see things from the other side.
• You are not an island. Success is shared. Ask for help. Offer support. Start small and build from there.
• The basics are always the same. Be organised. Be trustworthy. Communicate clearly. Learn people's names and quirks, because chances are you'll cross paths again. The more time you spend here, the more you realise it's not just a workplace, it's a community. A network of people who support, challenge, and show up for each other. And always, always allow yourself to ask the "stupid" questions, they often lead to the smartest answers.
• Sometimes, just showing up is the most important thing. Be present. Be available. You never know what moments will turn into DiLayla celebrations.

What a Ride

If I had to sum it all up, I'd say: "If you don't have them shaking, it's because it's not happening."

Growth isn't always comfortable, but every chapter so far has stretched, challenged, and supported me. And for that, I'm thankful to my teams, my peers, my managers, and Mercedes-Benz.io for continuously enabling and supporting my journey.

What a ride it's been. So far.