Mauro Mazzocchini | Global Marketing & Growth Executive

Track Record

Selected highlights from my career leading growth and marketing in industrial technology.

$100M+

Annual revenue brought in by my team

Within an industrial technology business, against a multimillion-dollar program budget.

20x

Return on marketing investment

Revenue brought in by my team relative to its program budget, in an industrial technology business.

~6x

Digital revenue growth

Built and scaled the digital revenue of an approximately $1B industrial technology business across 25 countries over four years.

Example

Building and leading a global demand organization

The problem: Demand work was fragmented, with every function run separately in each region.
My responsibility: Global commercial growth for an industrial technology business across 30+ countries and direct and distributor channels, with functional P&L and investment allocation.
What changed: Built global functions from the ground up toward a center-of-excellence model: a 40+ organization spanning regional demand, digital marketing, ABM, lifecycle and marketing operations. It ran on lean principles, with agency partners extending its reach across 30+ countries.
Result: Team engagement rose to 90% and held there over multiple years. The organization supported 4-6 major launches a year across 30+ countries, lifecycle programs influenced a meaningful share of global installed-base revenue, and marketing-sourced pipeline grew double digits year on year.

Example

Turning digital from a cost center into a growth business

The problem: Digital ran as a cost center across a multi-company industrial platform, organized market by market, with the functions a digital business needs still to be built.
My responsibility: Digital-business commercialization and growth operations for the whole platform, with functional P&L accountability and a 30-person organization led through seven direct reports.
What changed: Scaled the existing functions globally and built new business functions from the ground up. Standardized demand, localization and digital experience across 30+ markets and simplified technology, vendors and architecture, which enabled a global e-commerce model.
Result: The programs contributed about 40% of sales opportunities and 35% of new-business revenue across the broader business, on a technology base that cost about half as much to run. Elevated team engagement to 95%.

What My Work Has Included

Growth & Commercialization

Market prioritization, product launches, value propositions, demand generation and pipeline, channel and distributor programs, and lifecycle, upgrade and cross-sell programs across consumables, services and software, spanning a meaningful share of global installed-base revenue.

Commercial Operating Model

Product, Sales and Marketing alignment, governance and performance reviews, investment allocation, global and regional execution design.

Digital Business, AI & Commerce

Digital experience and e-commerce, marketing technology, analytics and attribution, decision models in production, applied AI in commercial workflows.

The Lab

A working exercise for deciding where growth should come from.

The Growth Allocation Lab starts with a hypothetical $500M-$2B industrial technology business, $10M of incremental investment and five competing growth motions, from the installed base to new geographies and recurring revenue. Allocate the money, rate each option on economics, right to win and readiness, and see what your own judgments say about the portfolio.

It sits upstream of channel optimization and ROI models: first decide which growth pools deserve investment.

Open the Growth Allocation Lab

MM

Engineer, Founder, Global Executive. Still Building.

I started in software engineering, then founded and ran my own business before moving into global industrial leadership. That means I've seen growth from very different seats: building with my own resources, creating capabilities where little existed, and later leading them across complex global organizations. I know what it is to spend money you cannot trace.

It still shapes how I work. I tend to get close to the economics and the operating reality first, then build the minimum structure needed to make performance repeatable. I build first, and add structure only where it earns its cost.

At Danaher I was selected as Lead Faculty for digital marketing in the company's business system, teaching it across other businesses in the group, and received the President's Kaizen Award, Innovation & Growth, for digital transformation. What travels is the discipline behind that system: a standard way of working, a review rhythm and a small set of numbers everyone agrees on. I applied that through decentralized businesses, acquisitions and integration, and a major corporate separation.

That builder side is still active. I work hands-on with applied AI, building and testing products and workflows around real business problems. It gives me a different view of AI than strategy alone: what it can genuinely do, where it breaks down, what it costs, and what it takes to turn an idea into something people actually use.

Building growth systems for industrial technology & complex B2B businesses.