From Business Development to Product: My Transition Story

Introduction

If you had told me a few years ago that I’d be leading product teams and shaping user journeys, I might’ve laughed. Back then, I was knee-deep in logistics, managing B2B portfolios worth millions and closing deals across Europe. Sales and business development were my world.

But something started to shift.

I found myself more curious about what happened after the deal. About how we could improve the product, reduce onboarding friction, and actually solve deeper problems for users.

That curiosity pulled me into product—and it changed the course of my career.

The Business Development Years

Working in sales at FedEx, UPS, and later Samsung SDS, I learned how to speak to customers, understand their pain points, and build trust. I managed portfolios exceeding €50M across freight and CEP services.

I led tenders, coordinated with technical and engineering teams, and helped tailor solutions for enterprise clients across industries like automotive, solar, and consumer electronics.

I loved the pace, the ownership, and the pressure. But over time, I wanted more than a quota—I wanted to build.

Discovering Product (Without Realizing It)

At Samsung, I started working more closely with our solution design team. I contributed to shaping our CELLO logistics platform, identifying UX gaps, and pushing for custom features based on client needs.

At first, I didn’t realize it—but that was product work. I was sitting between customer needs, tech feasibility, and business outcomes. And I loved it.

So I started learning more: reading books like Inspired and Empowered, following SVPG, attending meetups, and shadowing product owners.

Making the Leap

Eventually, I made the switch. It wasn’t easy. I had to prove I could think beyond short-term wins. I had to unlearn some habits and build new ones: user discovery, iterative delivery, prioritization frameworks.

But my background helped, too. I brought a bias for action, a deep understanding of customer value, and strong stakeholder management skills.

In time, I started leading my own product initiatives, building onboarding flows for 23,000+ users, and driving impact through UX and experimentation.

What I Gained—and What I Brought With Me

The transition to product didn’t erase my sales roots—it amplified them. I still think about outcomes. I still care about user pain. And I still prioritize fast learning over perfect planning.

Now, I use those instincts to build better roadmaps, run more focused discovery, and align cross-functional teams toward a shared goal.

Closing Thought

Your path doesn’t have to be traditional. Mine certainly wasn’t. But if there’s one thing I’ve learned, it’s that great product people come from everywhere.

Sales taught me how to listen, hustle, and stay customer-obsessed. Product gave me the canvas to turn those instincts into impact.

If you're on the edge of a transition—follow the curiosity. It usually knows where you need to go.