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Bringing many years experience in a range of businesses, Mark Marrone's most recent endeavors has positioned him into the agro-commodities industry. In early 2011 having met with key executives at Woodstock Farms, a division on United Natural Foods Inc. (UNFI), the United States largest publicly traded packer and distributor of dried fruits, nuts, and health related products, a new business was set in motion and has quickly escalated in both size and scope. The new activity was based on the sourcing of cashew nuts from India at a time of a global supply crisis. This involved sourcing product and getting processing plants approved solving a critical supply problem for the customer. Further research and information acquired on his trip led him to understand that raw unprocessed cashew nuts could be found in quantity and competitively priced on the continent of Africa but that only a small fraction of the nuts were actually processed for export there. Enlisting the help of The Corporate Council on Africa (CCA) in Washington D.C. an experienced team was assembled and the PACE cashew processing development project was born. During 2011 further experience was gained by obtaining a series of volume contracts for supply to a leading US manufacturer with product sourced in India, Vietnam and latterly African countries. Mark. Marrone is currently working in Tanzania in conjunction with the government at its highest level. He has developed a plan for resolution of the supply chain problems in Tanzania and the building of processing plants to keep value added activities in the country. All of his ideas were well received by both businessmen and at the political level. A clear plan of action is in place, and he and his team have just formed Pace Tanzania which will enable him to stay in Tanzania and see this project through to fruition. Marks sums up his key role as a leader as being “the ability to surround himself with people that know what the heck they are doing”.

In 2002 Mr. Marrone teamed up with Rydek Staffing to create a new division inside the company, Rydek Electronics. Rydek having scores of workers and a fully functional telemarketing team gave him the "back office" needed to expand sales. As President he was able to secure some $20 million is inventory for future sales by negotiating with large OEMS and CEMs on an international level. His first negotiation locked up $7 million in computer chips from Saturn Electronics in Michigan. From there Power One in Camarillo inventory was next and the "in stock" inventory acquired enabled Rydek to gain great amounts of working capital from its sale. In 2006, Mr. Marrone used his networking ability to bring Laube Technology on board as a key partner in business. Laube in business since 1949 and a well-ranked Dunn & Bradsteet 3A1 rated company as well as having ISO9001 certification was a piece of the puzzle missing from the equation. Rydek became their sole external sales division. All in stock inventory was moved to the Laube warehouse and it enabled Rydek to now increase their client base to included companies whom could only purchase from ISO rated suppliers. Before leaving Rydek, Mr. Marrone's efforts increased their CEM client portfolio to over 2000 manufacturers

Teaming up with a long time friend, Mark. Marrone and Daniel Karatosic partnered to enter the high action and energetic electronics computer chip brokerage industry. Their first year sales topped $6 million USD, a Herculean task for two new entrepreneurs. Landing clients like IBM, Hewitt Packard, Lucent Technologies and many more through long and difficult negotiations, helped build a solid base for growth. Hiring a team of 10 salespeople further helped to solidify corporate contacts and expand a core group of clients.