With more than two decades leading enterprise technology sales teams, Mark Dabe knows what it takes to earn trust, inspire performance, and drive meaningful outcomes for customers. As Syncron’s VP of Sales for North America, he brings a focused, collaborative mindset and a deep understanding of what today’s OEMs are really up against.
In this edition of our leadership series, we sat down with Mark to talk about his approach to sales leadership, what excites him about the road ahead, and the lessons he’s carried with him throughout his career.
1. You’ve spent more than two decades leading enterprise technology sales teams. What drew you to Syncron and why now?
There’s real energy and momentum at Syncron right now. The opportunity to join a company that’s at an inflection point, with a strong leadership team, a fantastic product, and a clear customer value proposition, was a big part of what attracted me.
Coming from a VAR background, I was also excited by our approach to partnerships. Syncron’s partner strategy adds a lot of reach and flexibility, and I see it as a key enabler of long-term growth.
I also really like how we have flexibility and a holistic, connected offering across our inventory, pricing, and warranty solutions. This speaks to our commitment to the aftermarket space and to supporting customers across every part of their service operations.
On top of that, the level of talent and domain expertise across the organization made it an easy decision for me. When you’re surrounded by people who genuinely understand the space and care about delivering for our customers, that’s a great environment to step into.
2. What excites you most about Syncron’s opportunity in the North American market?
The current macro environment puts us in a unique position. OEMs in North America are under pressure on several fronts—rising input costs, tariff uncertainty, supply chain disruption, and growing customer expectations. These dynamics are putting the aftermarket front and center as a source of stability, growth, and differentiation.
What excites me is that Syncron can help OEMs turn these challenges into advantages, whether that be helping them align their parts and service operations, optimize inventory in volatile conditions, or protect margins when tariffs drive up costs.
The fact that the market recognizes the need for these changes means we have the credibility, momentum, and a real opportunity to lead.
3. How do you approach leadership, and what kind of culture are you working to build within the sales organization?
At this stage in my career, I want to lead in a way that lifts people up. That means being available, listening well, and helping each person on the team reach their full potential.
I’ve always believed that performance comes from people who are aligned, empowered, and connected to purpose. My job as a leader is to create an environment where people can do their best work—where expectations are clear, and everyone knows how their efforts contribute to the bigger picture.
I also believe in the power of collaboration, not just within sales, but across the whole business. In any sales role, you wear a lot of hats. You work with marketing, customer success, product, finance, support—you name it. That only works if you’re aligned around a shared goal. For me, that goal is growth, for Syncron, for our customers, and for the people on our team.
4. Enterprise sales is always evolving. What’s changed the most in recent years, and what’s stayed the same?
The buying journey has changed. Today’s customers have done the research, read the analyst reports, and talked to peers before they ever speak to a sales rep. That means we have to bring real insight to every conversation and be consultative from the start.
What hasn’t changed is the human element. Trust still matters. Relationships still matter. You can have the best sales rep in the world, but if your customer doesn’t believe you have their back, you’re not going to win the deal, or the renewal.
5. How do you define a successful customer relationship, and what does it take to earn that trust?
Success is when a customer sees you as part of their team. Not just someone selling software, but someone who shows up, follows through, and adds value beyond what’s been asked.
I try to be proactive, not reactive, offering ideas, asking questions, and bringing new ways of thinking to the table. I’ve seen a lot of RFPs and RFIs over the years, and we’re often in a position to say, “Have you considered this?” or “What if you approached it another way?”
That’s how we become true partners. Not by challenging just for the sake of it, but by leading the conversation. Customers know their own businesses better than anyone, but we live and breathe this space, and our job is to bring that expertise forward in a way that helps them win.
6. When you’re not working with customers or coaching your team, where do you spend your time outside of work?
Family is number one for me. I’ve been married for almost 25 years, and we have three sons who’ve kept us busy with sports over the years. My wife and I have coached their teams for more than 15 years, and even now, we’re often at a baseball field or cheering them on at high school and college games.