How To Effectively Lead As A Pm On An Operations Team?

I am hoping there are others out there who have been in a similar situation, because right now, I feel like I'm in a very odd unique situation and it feels isolating -

I was recently hired into an internal PM role. This is not my first internal PM role; the very first PM position I had was internal-focused, and then I pivoted to external facing, and now I'm back to internal. However, unlike at my last company, I am not working closely alongside the other PMs / devs / designers / etc. My closest teammates are other internally focused roles, such as our CRM team and data / systems engineering. I do have one (soon to be two) dedicated engineers - obviously not very much, lol, but this is the first time this company has ever had prod/eng support for internal needs so I suppose the small amount of eng resources makes sense. My direct manager has a history mostly in business operations. Nobody near me has ever worked in product management in any capacity.

To say that things are all over the place in some regards would be an understatement. I feel like I'm fighting an uphill battle for trying to lead the team in which all my teammates just throw ideas at the wall for solutions to problems that they've decided are problems, but haven't really vetted / validated them beyond internal teams making suggestions. Now, I understand that there are some nuances with how to handle internal vs external product management, but I believe that the need to have a strong product strategy as well as a methodology for prioritization is crucial regardless of the product. I'm very apprehensive to take on ad hoc requests and thus become a feature factory. I'm having a hard time conveying this to my colleagues, and they are hyper-focused on developing SOPs in Jira / Confluence / Notion / etc, which feels like a waste of time and resources since we barely have a roadmap past the next couple of months. There's also blurred lines between who owns what in terms of the 'problem spaces' (between me and the CRM team) which IMO makes it difficult to have strong decision-making (too many cooks in the kitchen) and it's just frustrating to feel like I don't actually own anything.

Anywho, I'm curious to hear how others have navigated being placed on a non-product team. I'm concerned that this will negatively impact my career development. I'm going to seek out a mentorship opportunity with a senior PM in the org to try to get some understanding of the external PM experience at this new company, but any other advice would be appreciated.