Welcome to CMO-md

CMO-md is dedicated to helping B2B CMO's be more successful !


The Issue:

In 2014, the median tenure for a “Chief Marketing Officer” at a top US brand was only 26.5 months1.  The tenure for B2C CMO’s is likely no different.  There are two driving factors:

1) Marketing is seldom the lead function in B2B companies, and the CMO is often caught between sales, P&L management, technology leaders and the rest of the "C" suite.  The new CMO is expected to drive profitable growth but lacks the organization influence to deliver measureable results.

2) The B2B marketing teams are not well prepared.  There is a lack of trained B2B marketers that have the data, analytic, and customer analysis skills that are required along with insight into the company’s specific product / services markets.

At the same time, the B2B CMO is inundated with recipes for success.  Help comes in many forms. Authors who want you to apply the solution from their latest book.  Many consultants want to apply what they have done at other companies to your organization.  Academics study businesses and offer processes, behaviors, and organization structures that "successful companies” employ.

The problem is that none of these really work.   Each company is different in terms of resources, competitive position, culture, technology, geographic presence, and personnel. Each issue that you face must be evaluated based on the particular situation. You apply solutions that worked in other companies at your peril.

 Authors, consultants and academics do provide a valuable service. They provide options for you to consider. Those options need to be evaluated in light of your particular situation. Success is when you learn what others have done, selectively apply the parts of others’ approaches that make sense, and you create rest of or innovate the solution that you need.


The Vision:

CMO-md is dedicated to helping B2B CMO's, and leaders in similar roles, deliver business success and achieve job longevity. It aims to identify what really works in B2B marketing. It will attempt to separate the fact from the hype and fiction. Within the constraints of a website, it will attempt to help B2B marketing leaders make better decisions.



1) Spencer Stuart April 2016


Mark S. Dudzinski

Job History



Advisor, Speaker, Consultant, Board Member, Founder                                                    

On the advisory councils of Chrysalix Energy Venture Capital and General Fusion.  Board Member of All Points North Foundation. Founder and President of Light the World, Inc., a non-profit, charitable organization dedicated to bringing cost effective electricity to the 1.2 billion people who live by firelight. Speaker on Business Strategy and the Future Electric Grid. Consultant.


Previous Positions


Chief Marketing Officer

GE Energy                                                                                                                         2006-2012

Marketing Leader for a $45 Billion business providing equipment and services for Thermal and Renewable Power Generation; Oil & Gas exploration, development and transport; Electric Transmission and Distribution; and, Industrial Controls.  Managed the following organizations: Strategic Planning, Region Marketing, Competitive Intelligence, Knowledge Management, Modeling, Marketing Practices, and Services Marketing. Managed 30-40 experienced MBA’s in a program to bring additional marketing professionals into the company.


General Manger – Marketing and Commercial Operations

GE Network Reliability Products and Services                                                                   2004-2006

Responsible for Strategic and Product marketing for the global $ 1.3 Billion Network Reliability business unit, and responsible for GE Energy’s Electrical T&D (Smart Grid) Strategy.


General Manager – Marketing

GE Power Control Technologies                                                                                        2001-2003

Marketing leader for $3.5 Billion business that includes: Drives, Motors, Electrical T&D Equipment, Projects and Services.


Honeywell Industrial Control - Integration Manager

GE Industrial                                                                                                                      2000-2001

P&L Integration leader for the unsuccessful acquisition of the $ 2.5 Billion Honeywell Industrial Control business (Distributed Control Systems and Microswitch) by GE.


Lead Negotiator: Toshiba – GE Drives Systems Joint Venture

GE                                                                                                                                     1999-2000

Lead negotiator for the Toshiba GE Drives Systems Joint Venture ($ 420 Million Sales, 600 employees). JV required over 50 agreements


Manager – Marketing

Industrial Systems Solutions                                                                                             1998-2000

Marketing leader for a $ 2.2 Billion business that included Automation Systems, Automation Components and Services.


Manager – Marketing

GE Industrial Control Systems                                                                                           1997-1998

Established the marketing function in one of the twelve operating units of GE with sales of $ 2.4 Billion.


Manager - Process Industries and Standard Drives

GE                                                                                                                                     1995-1997

P&L Leader for ~ $160 Million motors and automation business.



Amicon Division of Siei Peterlongo SPA                                                                            1988-1995

P&L leader responsible business “Turnaround”.


General Manager

Denver Drives Division of ABB                                                                                           1985-1988

P&L leader responsible business “Turnaround”.


Commercial Manager

General Electric Company                                                                                                  1978-1985

Marketing, Product Management and Commercial Operations for Automation products in Paper, Mining, Testing Oil Well Drilling, and Marine industries.


Manufacturing Management Program

General Electric Company                                                                                                1974-1976

Completed GE’s Manufacturing Management Program.






1976-1978  Harvard University                                                                                            Boston, Ma.

Received degree in Masters in Business Administration from the Harvard Graduate School of Business. 


1970-1974 Cornell University                                                                                             Ithaca, N.Y.

Received Bachelor of Science degree in Electrical Engineering.  Quill and Dagger Honor Society, president of Eta Kappa Nu, Phi Kappa Tau, University Senate, and  Chairman of the Student Union.



Six Sigma Green Belt Certified.  Design for Six Sigma Marketing Trainer. One shared patent for solar thermal power plant design.  Patent Pending for robust DC Grid Design.