Atlas Copco
Software Sales Business Manager
North American software sales leadership across industrial software, SaaS, manufacturing technology, and commercialization.
2022-Present
Jonathan Marlow
Industrial Technology | Software | Commercialization | Leadership
Turning complex technology into commercial and operational value.
Jonathan works where industrial software, manufacturing problems, and customer adoption meet.
He helps turn software, connected systems, and data into offerings customers understand, use, and can justify.
- Career depth
automotive and industrial technology
- Commercial leadership
North American industrial software responsibility
- Enterprise customers
large, complex manufacturing organizations
- Technology adoption
from technical capability to customer use
- MBA + patent work
business education and co-inventor record
Value
Curiosity -> Technology -> Leadership -> Commercialization -> Scale
A practical sequence for connecting customer needs, technical capability, leadership alignment, and commercial adoption.
Curiosity
Look beyond the first request to understand what is limiting value.
Technology
Use practical tools, data, and software when they improve the outcome.
Leadership
Connect people, functions, customers, and decisions around the work.
Commercialization
Turn capability into something customers understand, adopt, and buy.
Scale
Make the stronger proposition repeatable and easier to expand.
Experience
Where the pattern shows up.
Across these roles, the common thread is practical work that connects customer problems, technology, enterprise selling, and adoption.
Brandmotion
Commercial Account Director
Automotive technology commercialization, strategic accounts, partnerships, and SaaS go-to-market work.
2020-2022
Inspectron
Connected Tools / Account Manager
Connected-tools commercialization, software subscription adoption, and patent-related cloud inspection work.
2017-2020
Education
Executive MBA; B.S. Marketing
Business and marketing foundation supporting enterprise selling, commercialization, and leadership.
Quantic; Colorado State
Selected Work
Finding the missing part of the value proposition.
These examples show a recurring habit: Jonathan looks past the first request to find the workflow, commercial model, or internal capability that will make the original solution more useful.
Digital differentiation in a commodity market
- Starting Point
- Jonathan created a new wholesale tire sales role in a commoditized category where speed was the clearest differentiator.
- What I Saw
- Speed was difficult to sell unless customers could quickly see actual inventory availability.
- What I Did
- He personally built a website that gave customers real-time product visibility, using technology to strengthen the commercial offer.
- Why It Mattered
- Inventory transparency made speed a tangible buying advantage without relying only on price.
Making technical information more portable
- Starting Point
- Customers were receiving inspection results, but the result was not the whole need.
- What I Saw
- They also needed information that could move easily to experts, colleagues, and their own customers.
- What I Did
- Jonathan helped create a product around that broader workflow, contributing to U.S. Patent 11,869,286 B2 as a named co-inventor.
- Why It Mattered
- The work made technical information more portable, useful, and differentiated.
Turning existing data into customer engagement
- Starting Point
- Vehicle sales data was available.
- What I Saw
- Its value increased when connected to dealer communications around brakes, batteries, and tires.
- What I Did
- Jonathan used the information to help dealers manage targeted service-opportunity marketing.
- Why It Mattered
- Existing data became more actionable downstream in the customer-engagement workflow.
Designing a stronger SaaS commercialization model
- Starting Point
- A SaaS driver-monitoring solution needed a stronger commercialization model.
- What I Saw
- Adoption depended on brand, channel, purchasing process, and go-to-market fit as much as product capability.
- What I Did
- After studying the market, Jonathan recommended a white-label approach approved by the CEO. He also established e-commerce for direct commercial-account purchases and helped drive new account growth.
- Why It Mattered
- The work linked SaaS model, channel design, digital commerce, and executive influence into a clearer adoption path.
Capabilities
What the examples point to.
The work crosses technology, data, product, customer experience, channels, and leadership because those pieces decide whether a useful idea gets used.
Commercialization
Positioning, go-to-market strategy, enterprise selling, and repeatable commercial models.
Manufacturing & Industrial Insight
Uptime, quality, productivity, maintenance, operational data, and plant-floor constraints.
Product & Market Translation
Customer insight that sharpens product decisions and makes capability easier to adopt.
Enterprise Growth
Complex buying environments, business cases, strategic accounts, and long-term expansion.
Leadership
Clarity, cross-functional connection, strong teams, and disciplined execution.
Innovation
Innovation with a commercial purpose.
Co-inventor: U.S. Patent 11,869,286 B2, "Method and System for Inspecting an Asset," granted January 9, 2024.
One of the observations that shaped my work at Inspectron was that an inspection result becomes more valuable when the information can move with the problem to subject-matter experts, colleagues, customers, and other systems.
The broader concept is visible today in Inspectron's connected inspection products, including WiTorch and WiCollab, where connected inspection hardware and software help users capture, organize, share, store, and collaborate around inspection information.
The lesson is larger than the patent itself: technology creates more value when it removes friction between identifying a problem, getting the right information to the right people, and taking action.
Leadership
Leadership is how useful ideas survive handoffs.
Clarity
Turn ambiguity into a direction people can act on.
Connection
Bring customers, product, engineering, sales, and operations into the same conversation.
Talent
Build capable teams, trust strong performers, and encourage independent thinking.
Outcomes
Keep people focused on the customer problem and the value the work is intended to create.
AI and Advanced Technology
AI changes what is possible. Value still starts with the problem.
AI can help manufacturers see, connect, and act on more information, but adoption still depends on knowing which problem matters, where the workflow will resist change, and how the technology becomes useful in daily work.
That is the environment Jonathan has worked in: where technical possibility has to become something a plant, customer, or commercial team can actually use.
Ideas
Ideas I return to.
Jonathan reads for ideas that transfer across problems, industries, customers, and leadership situations.
Thinking, Fast and Slow
A reminder that judgment improves when leaders account for bias, uncertainty, and how people actually make choices.
Grit
Long-horizon execution requires persistence when meaningful work becomes difficult.
Proximity
Reducing delay and handoffs can move useful information closer to the moment it is needed.
Radical Candor
Direct feedback works best when it is grounded in strong relationships and real accountability.
The Jolt Effect
Customer indecision often reflects perceived risk, so useful selling reduces uncertainty and builds confidence to act.
Insights
Ideas I'm exploring.
How emerging technology becomes commercial and operational value in manufacturing.
- Manufacturing AI
- Commercialization
- Industrial Data Context
- Technology Adoption
- Enterprise Growth
Contact
Continue the conversation.
For professional conversations around industrial technology, software, commercialization, and leadership.