Building growth systems for industrial technology & complex B2B businesses.

20+ years across entrepreneurship and industrial technology, including 13 years at Danaher and Veralto. I've built growth systems in settings ranging from my own startup to $2B global industrial businesses, most recently leading global growth and marketing organizations. Now working independently with CEOs and commercial leaders. The operating discipline works at both ends of that range.

A growth system is the ordinary machinery underneath the numbers: how you decide where to spend, who does the work, and how you know it worked.

mauro@mazzocchini.com LinkedIn

What I Work On

For industrial and complex B2B companies where the sentence is “we spend on marketing and cannot see what it does to revenue.”

01 · Diagnose

A short, senior look at where the growth engine is actually losing money, and what to do about it first. Four to six weeks, fixed scope, fixed fee, agreed before it starts. You keep the findings either way.

02 · Lead

Fractional or interim marketing and growth leadership while you build the team or hire the permanent CMO. I hold the seat, sit in the leadership meetings and own the agreed marketing and growth outcomes alongside the rest of the leadership team.

03 · Build

Design the operating model that allocates investment, measures performance and governs the work. The test is whether the team still runs it a year after I leave.

It starts with a conversation, not a proposal. Engagements are scoped and priced before they begin. I take up to three mandates at a time and do the work myself; nobody else appears on the invoice. On site where the work requires it.

Track Record

Building and running growth systems for industrial technology businesses in the $1B to $2B range. Figures are rounded and reflect defined periods and scopes; I can walk through the underlying context in conversation.

$100M+

Annual commercial contribution

Growth systems contributing at nine-figure annual scale within a large global industrial technology business, against a multimillion-dollar program budget.

~50%

Reduction in platform cost

Technology, vendor and architecture simplification across a multi-company industrial platform.

~6x

Digital revenue growth

Built and scaled the digital revenue engine of an approximately $1B industrial technology business operating across 25 countries.

What the Work Has Included

Growth & Commercialization

Market prioritization, product launches, value propositions, channel and distributor programs, and lifecycle, upgrade and cross-sell programs 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 & Commerce

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

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

Engineer, Founder, Global Executive

I started in software engineering and later founded and ran my own business before moving into global industrial leadership. I know what it is to spend money you cannot trace. That combination still shapes how I work: I build first, and add structure only where it earns its cost.

At Danaher I was selected as Lead Faculty for the company's business system, teaching the operating method across other businesses in the group; the work earned a President's Kaizen Award for Innovation & Growth. What travels is the discipline behind it: 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.

Where This Is Most Useful

Marketing that reports activity instead of revenue
Marketing that has outgrown the way it started
Selling through distributors and not knowing the end customer
Sponsor-backed professionalization: commercial performance a board and a buyer can both audit
Post-acquisition integration or carve-out: three brands, three websites, three definitions of a qualified lead, one commercial function
Global and regional teams working to different definitions, priorities and performance measures
The shift from products toward solutions, software and recurring revenue

Let's talk about the growth system behind your numbers.

Executive mandates, fractional leadership and selected advisory work in industrial technology and complex B2B. Based in Milan. Italian and English, native/bilingual. Available for European and global mandates, on site where the work requires it. References from people I have reported to and people who have reported to me are available on request.

mauro@mazzocchini.com LinkedIn