Absolutely, but as with anything, what really matters is optics. Who's getting the credit for the innovations you introduce? And are your suggestions going to b

Absolutely, but as with anything, what really matters is optics. Who's getting the credit for the innovations you introduce? And are your suggestions going to be taken seriously in the first place? If so, who presents them to leadership? You, or the marketing director who does a trial run and sees the business results? How and when will those results be disseminated, and in front of what audience? You'll have to consider and navigate all of these things. While these are good skills to have in any role, technical or non-technical, they are especially crucial at a company where you're removed from the core line of business. If you're in a technical role at a non-technical company, you need to be an especially strong presenter and "internal salesman" of ideas. Don't assume that because you brought an idea forward, it'll be adopted straight away -- or that when it is adopted, you'll be credited. I'm not saying this out of cynicism per se. I've seen technical people thrive, and even kick ass, in leadership roles at non-technical companies. At the same time, I know that those people are an exception and not a rule. What tends to make them exceptional are their political skills. Corporate America likes, but does not necessarily reward, a workhorse. But it loves, and handsomely rewards, a "Big Idea" person. It's hard to be the Big Ideas guy unless you can hook your ideas into the KPIs your company cares the most about.