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. 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

Open to executive and selected advisory conversations in industrial technology, technical B2B and adjacent software and AI businesses.

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

Establish where growth should come from, what the current system actually delivers against that, and the few changes that matter most.

02 · Lead

Lead marketing and growth with full accountability for the plan, the investment, the team and the numbers, across global and regional teams.

03 · Build

Put in place the operating model that allocates investment, measures performance and governs the work. The team owns it, and it keeps running when attention moves on.

Track Record

Selected outcomes from global industrial-technology leadership, including businesses up to approximately $2B in scale. Figures are rounded and relate to specific periods and scopes; I can walk through the 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 of an approximately $1B industrial technology business operating across 25 countries.

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

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 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.

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.

Where I'm Most Useful

The common thread is building where something is missing, simplifying where complexity has accumulated, and making commercial performance easier to see and manage.

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 an acquirer 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, AI-enabled workflows and recurring revenue

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

Open to executive and selected advisory conversations in industrial technology, technical B2B and adjacent software and AI businesses. Italian and English, native/bilingual. Available across the Americas, EMEA and APAC, 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