Mark Dowling

Strategy :: Business Development
Management :: Governance



Mark Dowling is an accomplished senior executive and non-executive director. He has served for-profit and non-profit organisations in Australia and overseas, in sectors ranging from heavy engineering to academic research. This solid in-field experience is grounded by engineering (BEng (Hons), MEng), business (MBA) and governance (GAICD) qualifications.

Mark’s career began in his teens, “on the tools” in a nonferrous foundry. After graduation Mark served as a professional engineer before moving up to sales and sales team management, then executive management and ultimately, to the Boardroom.

At his core, Mark is part technologist, part salesman, part manager. This manifests as a passion for business development, particularly in industries that impact the wellbeing of regional workers and communities. Decades spent serving global sugar - a mature industry - ingrained a discipline of lean management and cost control on the one hand, and appreciation for the upside of new markets, coproducts and byproducts on the other.

Business development has been Mark’s life over the last two decades. Most recently, he filled a regional role with Uttam Group, a large and successful engineer/ procure/ construct (EPC) multinational. Immediately prior, Mark served Australia’s Sugar Research Institute as its Chief Executive after initially connecting with the organisation in a business development role.

Currently, Mark serves on the Board of a medical technology organisation bringing a unique DNA-based diagnostics solution to market.

What Mark brings to the table:

  • Skills, knowledge and experience. Mark’s work emphasises business-to-business operations alongside divisional and P&L responsibilities at senior and executive levels.
  • Business strategy and business development. Mark founded and continues to operate his own business. He establishes regional operations in Australia and New Zealand for Silicon Valley companies. He reinvigorates ailing organisations and restructures others to thrive in the dynamic business environment that’s the 21st century. Mark’s strategic and business development successes are up there with the best.
  • Stakeholder relationships. A common element of Mark’s recent roles is achieving balance in the often conflicting expectations of stakeholders in the business. He recognises the value of formal and informal links with community groups, Government, suppliers, service providers, customers, and the market generally. All this against a backdrop of always moving towards the organisation’s vision and mission.
  • Analyse and assess. As a necessary component of his senior executive responsibilities, Mark has developed a comprehensive understanding of the subtleties of financial statements. He gauges business performance against agreed objectives and recognises when governance practices, legislative compliance or risk management may have drifted and need to be realigned.

Work history




Non-executive director

BioCifer is a medical technology startup, formed to develop and commercialise a series of novel diagnostic toolsets using genetic markers. The underlying technology was developed and piloted at the University of the Sunshine Coast, Queensland.



Regional vice president (contract role)

Uttam is an India based multinational organisation focused on major projects in sugar and ethanol production, biofuels and cogeneration. In this role he was headquartered in Singapore and spent most of his time in Indonesia.

  • Predominantly business development and relationship management.
  • Responsible for markets within South East Asia and Oceania - Myanmar, Thailand, Cambodia, Vietnam, Indonesia, Philippines, Australia and Fiji. Also informal oversight of Central and South American operations.



Principal (part time role)

HRL is an engineering company specialising in steam generation, offering professional services ranging from boiler optimisation through to metallurgy. In this short term business development role, Mark was responsible for initiating the organisation’s move into non-traditional markets, such as food-related sectors. The strategies included opportunistic sales, key account targeting and management, and other traditional business development strategies.



Chief executive

Formal delegation of authority from the SRI Board (includes P&L, management, strategic responsibilities).

  • Primary strategy of appropriate growth alongside cost containment.
  • Hybrid business model, drawing on technical resources from universities and global industry experts.
  • Restructure the business to match commercial and legislative changes.
  • International marketing revitalisation.
  • Achieved 230% revenue growth during Mark's tenure (23% annualised).



Marketing manager

SRI is a 70 year old non-profit organisation, with membership drawn from the Australian sugar industry and operated for their benefit. SRL operates globally and has offices in Brisbane.

  • Demand-side responsibility for all domestic business and parts of SRI’s international business.
  • Liaison with SRI’s members, resellers and suppliers.
  • Research project coordination and oversight.
  • Business process redesign.



Design Engineer (part time role)

Natural Solutions was an environmental consultancy providing advice to individuals, developers, councils and corporate clients. Specialities included stormwater catchment and control, swale and wetland design, sediment management, and flora/ fauna mapping. Natural Solutions operated in Queensland.

Through a series of acquisitions, mergers and divestments, Natural Solutions now resides partly with Premise Pty Ltd (Australia) and partly with RPS Group PLC (UK).




Focus on Internet search, search engine optimisation, analytics, web technologies. Stratify was formed to serve Inktomi's Australian and New Zealand client base under arrangement with its new owners.

  • Business-to-business consulting, service and product sales.
  • Fast-changing environment (Google, GFC, impact of social networks).

Stratify continues to operate as a vehicle for Mark's income-producing and investment activities, including ad-hoc search engine consulting and research.



Regional director

Inktomi was a US-based provider of web search services, search software, and Internet infrastructure products. This role involved all aspects of running a local subsidiary of a US-based business, with a focus on account management and sales. Inktomi closed all non-US offices in May 2002 and was acquired by Yahoo! shortly thereafter.



Managing director (interim role)

Entellect was an Australian software developer with an emphasis on the telecommunications industry. Mark was engaged to prepare the company for investment funding by fixing a number of management and operational issues. Funding was successful and implemented in late 2000.



Business development manager

DACG was a USA-based provider of change management and change communication services to large organisations. Mark's role focused on business development, sales and account management.



Regional director

CrossWorlds was a US-based company that developed and supported enterprise integration applications. Mark's role was to set up the local company from scratch, and involved all aspects of operating the local subsidiary of a US-based technology company.



Alliance manager

Andersen Consulting (now Accenture) was a large, global management and technology consulting partnership. Mark was one of two Alliance Managers based in Australia, and his role was to foster the business relationships between Andersen Consulting and its major technology partners.



Northern region manager

Siemens was global diversified technology company active in many engineering sectors. Mark's role was to manage all industrial automation activities in NSW, Qld, ACT, NT and New Zealand.



Systems engineer

Lansing was a UK-based manufacturer of materials handling equipment and automated handling systems. Initially Mark's role was to provide technical support for the Systems sales group, and this grew to become a direct sales role.



Various engineering roles and locations

CSR was a diversified company active in sugar milling and refining, coal, copper, natural gas and building products. Mark commenced as a Cadet Engineer whilst studying for his first degree and worked at a number of sugar factories. When he left CSR, he was Capital Works Engineer at an ethanol distillery.

CSR's sugar and ethanol business was acquired by Wilmar International (Singapore) in 2010.


Tertiary, Higher degree, vocational, personal development


Australian Institute of Company Directors

Various short courses and updates:

  • Preparing effective reports to the Board
  • Risk analysis, investigation and oversight
  • The Board and the CEO
  • Developing your Director career
  • Annual and ad-hoc Director Update events

Mark is a current AICD member.


Australian Institute of Company Directors

Company Directors Course - Update

Qualification retained - GAICD


Tony Robbins

Various training programmes:

  • Business Mastery
  • Unleash the Power Within


Australian Institute of Company Directors

Company Directors Course

Qualification earned - GAICD


Macquarie Graduate School of Management

Masters degree in business administration

Qualification earned - MBA


University of Technology Sydney

Postgraduate degree in engineering (major in control systems)

Qualification earned - MEng


University of Technology Sydney

Undergraduate degree in mechanical engineering

Postnominal earned - BEng (Hons)

Get in touch


Phone: +61 478 600 661

Post: PO Box 1417
Noosaville DC, 4566 Queensland

Email: mwdowling@gmail.com



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