Thanks for clarifying. The first thing that comes to mind is the testing strategy and plans. Who’s responsible for this? The test cases already exist and are being executed, but are they still relevant / the right tests to perform in the situation? These are topics you could be leading.
Also, “streamline processes for good visibility” is an interesting one. Are the processes inefficient? Is lack of reporting an issue? Is the testing work not visible to key people at the company, and is this impacting the perception / effectiveness of the team? I would say things like creating a culture of quality of doing some “marketing” for the testing discipline might also be good areas for you to look into.
Re the different teams, making things visible will hopefully help with this, as it’s not only more visible to other people, but also to you. I think it’s also important to maintain good relationships with people on all teams, and ultimately serve them and enable their work, rather than being a micro-manager or making their lives harder. I would also directly ask them what they want / need from you, and what improvements they would like to see. Think about the other Ps apart from product (project, people, processes) and think about how you could improve quality in those areas.
Something that might help you to generate other ideas is to think, “now that I’m not busy with the hands-on automation tasks every day, what other things can I finally do?”
I hope that helps!