Our Support Function Lead at Multilogin Soraya (she's from Brazil, by the way!) shared her recipe for success.

In a relatively short time, Soraya went from a junior support agent to a role where she now influences strategic decisions for one of the company's key teams (though, let's be honest, every team here is key 😄). We talked about how that happened in this interview.

Can you give an example: what did you have to learn quickly when you were just starting out?

• First, there's fingerprinting technology - how websites identify users through a set of parameters (operating system, screen resolution, fonts, and other characteristics). I needed to understand how each of these parameters works, why they matter, and how inconsistencies can lead to detection or blocks.

• Second, I had to get familiar with browser profiles and environments, how they're structured and how they're used in practice.

• And another important area was networking basics, especially around proxies. I needed to understand how IP addresses work, how they're used to identify users, and the differences between residential, datacenter, and mobile proxies.

Looking back at your first steps: what was hardest for you to deal with, but you eventually figured out?

The biggest challenge for me was letting go of the "do everything myself" mindset, especially given my perfectionism.

It was hard to learn to ask for help, trust my colleagues, and accept that things don't necessarily have to be done exactly the way I would do them. At some point, I saw just how much the team can support and strengthen the outcome.

You went from Customer Support Specialist to Function Lead — that's serious growth. At what point did you realize you were ready for the next step? Was it more your own initiative, or did the company "push" you?

Honestly, at the beginning I didn't feel ready. I just always took on a bit more than the role required: improving processes, helping the team, spotting areas for growth... It felt natural to me. And over time, I started to realize I could try myself at the next level.

At the same time, support from the company and my managers played a huge role — they saw potential in me, gave feedback, motivated me, and, most importantly, trusted me. I'm sure that if it weren't for their trust, feedback, and support, someone else would be giving this interview instead of me.

The shift from doing tasks to managing people is a major change. What was the hardest part of that transition?

The hardest part was shifting from the role of "I solve problems" to "I help others solve problems."

Letting go of control and starting to trust the team turned out to be far from easy. On top of that, I had to develop strategic thinking in parallel, not just closing out tasks, but building processes, delegating effectively, and thinking about how to scale solutions.

Can you recall a challenging or interesting case from your experience as a leader?

When I was transitioning into the Support Function Lead role, I was still managing my own team as a team lead, while at the same time taking on full responsibility for managing the entire support function. That meant building a clear system for evaluating results, setting direction for the team, and syncing with other departments. Essentially, I had to keep both the day-to-day operations and the strategy in focus at the same time.

The main challenge was balance: in a short amount of time, understanding where the team stood, setting clear goals and KPIs, and starting to move toward them - all while the daily workload never went away.

So I had to be very deliberate about prioritization. It was clear that I couldn't change everything at once.

• I started by establishing a baseline: what was already working well in support, where the gaps were, and what was genuinely worth improving. That helped me set realistic, well-grounded goals instead of just formal metrics.

• Next, I built out an OKR structure and tried to communicate to the team not just "what" we were doing, but "why."

• At the same time, I started bringing more structure to how we handled feedback, so that it would actually help specialists grow, rather than just record results.

We ended up with a shared understanding of our goals, a working evaluation system, and the first signs that the team was moving in the right direction.

What advice would you give to someone starting out in a junior position who wants to grow quickly?

Focus on responsibility and being methodical. It's not enough to just complete tasks, you need to understand why you're doing them and how they affect the bigger picture. Notice inefficiencies, propose improvements, and always follow through on them, because even small changes add up to a serious effect over time.

At Eyes of Wonder, we're always ready to help our people reach for the stars without getting caught on the thorns along the way 🚀

You can choose your own path here.