Career development for IT leaders: success paths and recommendations by Mirjam and Maximilian

We interviewed Mirjam Schubert, Head of SCC Shipping, and Maximilian Schuderer, Manager PD&A Daisy, about their personal career paths. In this interview, discover their career development journeys, tips for your own growth, and advice for your career path.

Can you briefly tell us about your career path at SupplyOn? How did you start, and how did you manage to develop into your current position?

Maximilian: My journey at SupplyOn began in 2021 as a Senior Software Architect in the Visibility and Analytics area. At that time, our development team was still small, only three or four people. However, much has changed since then—our team has grown exponentially, to over 30 developers, who work together to develop state-of-the-art full-stack web applications with a robust data backbone. My role also evolved. Starting as a technical team lead, I also proved myself on a disciplinary level and increasingly became recognized as a leader. This transformation was recently confirmed through an official promotion.

Mirjam: My start at SupplyOn was similar. I began as a Product Owner in the Supply Chain Collaboration team, bringing experience from the agile world. When SupplyOn transitioned to SAFe methods in 2019, it was familiar territory for me. The team’s structure evolved in parallel with growing demands, and during this phase, I took on the role of Product Manager. Over the years, our development team has nearly doubled, and my responsibilities and role grew continuously. Due to further growth and changing structures at SupplyOn, I was eventually promoted to Manager of the Shipping area, gaining additional disciplinary responsibility.

What role did mentors or role models play in your career path?

Mirjam: Before starting my career, I was fortunate to have role models who supported and encouraged me. I want to pass on the luck I had as a young person, being guided along the way. My commitment to training apprentices at SupplyOn was a direct result of this. My path to leadership was characterized by a strong focus on the development of my employees and the team.

Maximilian: Before my time at SupplyOn, I didn’t have mentors or role models who influenced my career path. On the contrary, my experience after my vocational training was rather disappointing, as leaders were more interested in billing employees to clients as quickly as possible rather than focusing on their development. This experience was a crucial drive for me to develop myself and support others. Gradually, I took on more responsibility and actively invested in the development of my employees and the team. At SupplyOn, I found an environment where I was given the freedom and opportunity to develop and prove myself.

Did you have a specific career development goal that you actively worked towards, and did you actively drive your personal and professional development?

Mirjam: I had already carried out parts of the Product Manager role at my previous company. I then acquired the additional qualifications for the position at SupplyOn in close cooperation with my supervisor. Regarding my leadership qualifications, as mentioned earlier, I have always focused on the development of employees and the team. I firmly believe that a team can only reach its full potential if all members work at a comparable skill level. Therefore, I see it as my task to support the team through coaching, provide targeted information, and enable them to continuously develop.

My strong interest in mentoring apprentices led me to actively promote the recruitment of apprentices within my team. I even obtained a trainer’s license because the topic of training is particularly close to my heart. Through these experiences, my supervisors recognized my potential as a leader and entrusted me with more responsibility in disciplinary team leadership. I am excited to further deepen my passion for the development of employees and teams in my new position.

Maximilian: In my role as a Senior Software Architect, I already had technical leadership responsibilities. My goal was to expand this technical responsibility to the disciplinary leadership of development teams. At SupplyOn, I was given exactly this opportunity. I was actively involved in interviews as the technical part and played a key role in the onboarding process and the further training of new developers.

This commitment was a key moment for my decision to further develop into a disciplinary leadership role. Even before I could address this with my supervisor, she anticipated my intentions in the next personnel development meeting and offered me the opportunity to lead a large part of our Full Stack Developers disciplinarily.

Are there specific training programs, further education, or other measures that you would recommend to younger employees to develop themselves personally and professionally?

Maximilian: In my view, there is no one-size-fits-all training or further education. It’s highly individual. Accordingly, I invest a lot of time and effort into individual development plans for each employee. Every employee has individual needs and goals. Some value stability and want to feel comfortable in their work while continuously developing, especially if they have family obligations. Others are more focused on their career development and may aim for the architecture path.

To grow as a developer at SupplyOn, I definitely recommend acquiring knowledge in technologies outside of one’s own stack. For example, I strongly encourage frontend developers to also learn backend technologies. This not only helps to better understand the interfaces within a product and team but also promotes a holistic perspective and strengthens team collaboration. I also recommend getting involved in software architecture. Even if you don’t want to become a software architect, the knowledge helps to get a comprehensive overview for daily business, better understand tasks, assess, and execute them.

Mirjam: I agree with Maxi. It’s also important to emphasize that there are two directions of development: horizontal and vertical. Both are equally valuable. Being a leader doesn’t make you superior. It’s important to nurture each individual and create a development plan together. There are various training courses, from Scrum to leadership training, which are useful depending on background and experience.

I see this as a dialogue with the supervisor: Where do you see yourself? Here’s how I see you. All paths are open, whether vertical in the hierarchy or horizontal in other roles such as project management or that of a Scrum Master, depending on strengths and interests. That’s what’s great about our work with SAFe: there are many different roles and development opportunities.

It’s important to understand that what you learn here can also be applied elsewhere. You’re not learning for the company SupplyOn, and you’re not continuing your education for them, but actually for yourself. Once you understand that, it’s a huge added value that, through your own motivation to learn, also benefits SupplyOn as a company.

Were there any particular challenges or obstacles on your way to your current position? How did you deal with them, and what lessons did you learn that you would like to pass on to newcomers who aspire to a similar career?

Mirjam: Before my time at SupplyOn, I experienced firsthand as a newcomer how a work environment can evolve from hurtful comments to bullying. Such experiences can be very unsettling at a young age. A boss telling you that you’re not good enough can really hit you hard. You feel worthless and start doubting yourself. In general, I’ve learned that it’s important not to doubt yourself, your strengths, and your abilities, even when it’s difficult. Fortunately, I had someone back then who stood up for me.

Maximilian: I had a similarly challenging experience at a previous employer. My former supervisor threw me into a large industrial project without proper onboarding. Despite the lack of support and clear deficiencies in the onboarding process, I was expected to deliver full performance immediately. When I sought support, I was advised to leave the industry if I couldn’t handle it.

At SupplyOn, however, I had a completely different experience. The onboarding was highly professional and structured. I was thoroughly onboarded and received strong support from my supervisors and colleagues from the start. This positive and supportive work environment showed me how important good onboarding and a strong team are to be successful and to develop.

I would recommend to young employees: stand up for your needs for information, communication, and onboarding. Seek conversations. And if these don’t bear fruit, trust yourself, listen to yourself. Don’t let obstacles discourage you; instead, use them as an opportunity to strengthen your skills and determination to achieve your goals.

Mirjam: Fortunately, it’s different for me at SupplyOn as well. I experience mutual appreciation and open, eye-level communication here as central elements. Regardless of the position, all employees are treated with respect and are important. This collaborative environment, exemplified by the leaders, contributes significantly to the positive work atmosphere.

Would you like to drive your own senior career development at an appreciative IT company? Take a look at our open positions and apply today!