Mark Danley learned what it takes to build stronger, more resilient teams at a pivotal moment in his career — but he had to fail first.
Early on in his leadership career, he failed to pay attention to his team members’ individual needs while striving to hit sales targets. This decision, which resulted in burnout among other things, was a valuable lesson for Danley, urging him to prioritize one-on-one meetings with his direct reports, where they discuss career goals and personal well-being.
“It was a tough lesson, but it taught me that leadership is about more than just numbers; it’s about people,” he said.
At Augury, Danley manages a team of regional account executives, providing them with the tools, training and autonomy needed to win new customers. Embracing a leadership philosophy rooted in empowerment, he keeps his team members both motivated and aligned by leaning on key practices such as collaborative goal-setting.
Danley considers it a priority to identify and develop future leaders on his team. When he sees leadership potential in his team members, he makes an effort to invest in their professional development, giving them stretch projects and one-on-one coaching.
As Augury aims to stay at the forefront of transforming the manufacturing industry, those on Danley’s team get to drive the organization at an important moment in its growth journey. His team isn’t simply selling a product; they’re building a more efficient and sustainable future for manufacturing.
“The opportunity to be a part of this transformation and to see our customers succeed is what makes me so optimistic about the year ahead,” Danley said.
Below, Danley shares more about his leadership philosophy, what this support looks like in action and his excitement for Augury’s future.
About Augury
Augury’s solutions offer manufacturers AI-driven insights into the health of machines, processes and operations. These solutions are intended to help manufacturers in pharmaceuticals, consumer goods and other industries eliminate production downtime, improve process efficiency, maximize yield and reduce waste and emissions.
Leading Augury’s Regional Sales Team
What’s your role, what department do you work in, and who do you lead?
I’m the manager of our regional account executive team, working within our go-to-market organization. This is an exciting role, as I’m building a team of 12 regionally-based sales people who will focus on landing new logos for Augury. Our primary focus is on partnering with process manufacturers who want to gain insight into the health of their machines and receive prescriptive maintenance recommendations.
Empowerment as a Core Leadership Value
What core value guides your leadership style?
My leadership style is guided by the core value of empowerment. I believe in providing my team with the tools, training and autonomy they need to succeed. When individuals feel trusted and empowered, they take ownership of their work and are more motivated to achieve their goals. This approach has been crucial in building high-performing sales teams throughout my career.
“When individuals feel trusted and empowered, they take ownership of their work and are more motivated to achieve their goals.”
Putting Empowerment into Action
How have you seen this empowerment in action recently?
Recently, we were looking to experiment by joining a new industry association that could unlock a new market which fits our ideal customer profile. Instead of creating the plan myself, I delegated the project to a member of my team who was passionate about this initiative. I provided them with the overall objectives and budget, but I gave them the freedom to develop the strategy and ultimately choose which industry association would most benefit our growth. They presented a comprehensive plan that was not only innovative but also had their full buy-in. The early results have been outstanding, which is a direct result of their ownership of the project.
Collaborative Goal-Setting and Alignment
Danley said that he takes a collaborative approach to goal-setting, meeting with each team member at the beginning of each year and quarter to set individual goals that align with overarching company objectives. His team uses the SMART framework — Specific, Measurable, Achievable, Relevant and Time-bound — to ensure clarity and focus. To stay in sync, they hold weekly team meetings to review progress, discuss challenges and share best practices. “This regular communication ensures that everyone is on the same page and can support each other in achieving their targets,” Danley said.
Focusing on Pipeline Health
What signal or key performance indicator matters most in your role?
While closed-won revenue is the ultimate goal, the KPI I watch most closely is new pipeline generation. It’s the most critical leading indicator of the future health of our business. Revenue tells you how we performed last quarter, but a steady stream of new, qualified opportunities in the pipeline tells you how we’re going to perform in the next two or three. In the industrial sales world, where sales cycles can be long and complex, a consistent focus on generating new pipelines is non-negotiable. It ensures we aren’t just living off past successes and have a sustainable path to growth. It’s a direct reflection of our GTM strategy in action and tells me how effectively my team is prospecting and creating new opportunities. By prioritizing this metric, I can more accurately forecast future revenue, spot potential gaps in our strategy early and ensure my team maintains a proactive, growth-oriented mindset.
Learning from Failure
Describe a failure that shaped your leadership approach.
Early in my management career, I was so focused on hitting our sales targets that I didn’t pay enough attention to the individual needs of my team members. This led to burnout and, ultimately, a few key people leaving the team. It was a tough lesson, but it taught me that leadership is about more than just numbers; it’s about people. Now, I make it a priority to have regular one-on-one meetings with each of my team members to discuss their career goals, challenges and well-being. This has helped me build stronger, more resilient teams and has ultimately led to better results.
Developing Future Leaders
How do you spot and develop future leaders?
I look for individuals who demonstrate three key qualities: a strong sense of ownership, a desire to help others succeed and a natural curiosity. When I see someone who consistently goes above and beyond in their role, mentors their peers and is always looking for ways to improve, I know they have leadership potential. To develop these individuals, I provide them with opportunities to take on more responsibility, such as leading a team project or mentoring a new hire. I also invest in their development through formal leadership training and one-on-one coaching to help them build the skills and confidence they need to take the next step in their careers.
“I look for individuals who demonstrate three key qualities: a strong sense of ownership, a desire to help others succeed and a natural curiosity.”
Looking Ahead: Driving the Future of Manufacturing
What excites you most about the year ahead?
I’m incredibly excited about the direction we’re headed in for the coming year. We’re at the forefront of transforming the manufacturing industry with our AI-driven machine health solutions. What energizes me most is seeing the real-world impact we have on our customers’ operations — helping them eliminate downtime, improve efficiency and reduce waste. This is a game-changer for the industry, and it’s a huge motivator for my team to know that we are not just selling a product but a solution that contributes to a more efficient and sustainable future for manufacturing. The opportunity to be a part of this transformation and to see our customers succeed is what makes me so optimistic about the year ahead.
Frequently Asked Questions
What is Mark Danley’s leadership philosophy?
He believes the best leaders create clarity, set direction, and then step back — giving their teams ownership and trust to drive results independently.
How does he put this philosophy into practice?
He regularly delegates meaningful projects, encourages experimentation, and uses consistent one-on-one meetings to guide growth without micromanagement.
How does Augury’s mission connect to his leadership?
Just as Augury’s AI solutions empower manufacturers to optimize performance, Danley empowers his people to innovate, grow, and lead their own success.
What makes his team culture stand out?
The team’s success relies on open communication, shared accountability, and a focus on learning from both wins and failures.
What could jobseekers expect working at Augury?
Employees can expect autonomy, professional development, and alignment with a company using cutting-edge AI to make tangible industry impact.
