Director, Special Projects & Strategic Initiatives

The Projects That Have Been Waiting On You, Don't Have To.

I take ownership of the high-value initiatives that stall because no single person owns the work that lives between functions.

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Portrait of Amos Breyfogle
The Problem

You have capable people. Strong technology. Real customer relationships. And a list of high-value initiatives that keep getting deprioritised, because no single person owns the work that lives between functions.

Some of those initiatives are stuck waiting on a decision from you, except you don't even have time to respond to texts right now, let alone dive into the details. Others just need someone to keep pushing while you're focused on everything else on your plate.

I'm comfortable making the call when you're not available. I keep the work moving, make the judgment calls that need to happen in the moment, and bring you a finished result instead of a list of open questions.

What stalls most companywide projects is not a lack of good ideas, but a lack of someone to carry them forward when it doesn't land in a single department and leadership is stretched too thin to do it themselves.

What You Get
01

New technology taken to market

I have a track record of helping organisations commercialise emerging technology. I take what is technically possible and build the commercial case, the customer relationships, and the market education needed to turn it into revenue. I did this with industrial 3D printing at Stratasys, working with organisations across aerospace, automotive, defence, and product development to help them understand, adopt, and operationalise additive manufacturing. If your organisation has technology that is not yet reaching its full commercial potential, this is work I know how to lead.

02

Momentum on the initiatives that matter most

I take full ownership of cross-functional projects that have no natural home in a single department. I define the path, align the right people, remove blockers, and drive to complete projects on time and budget.

03

Technical capability turned into customer value

I translate what your engineering and product teams build into language that resonates with customers and closes deals. I help technical people develop commercial skills, and I work to close the gap between what you build and what customers will pay for.

04

Partnerships and new market opportunities

I identify and develop high-value external relationships including customers, channel partners, government agencies, and industry groups, and move them from early conversation to signed commitment. I find real applications for new technology and help organisations enter markets they have not yet reached.

05

Teams that are connected and moving

I bring coherence to teams that are newly acquired, separated by function, or spread across geographies. I build the conditions for collaboration to happen naturally, and I mentor the emerging leaders inside your organisation who are ready to grow faster.

What Changes in 12 Months
  • 01Stalled strategic initiatives have moved to real outcomes
  • 02New partnerships, markets, or revenue streams are identified and developed
  • 03Emerging technology has a clearer, more compelling path to market
  • 04Engineering and commercial teams are more aligned and moving faster
  • 05Emerging leaders are developing with intention
  • 06The CEO has reclaimed meaningful bandwidth

“A force multiplier for the company's most important, and often neglected initiatives.”

My Background

I have a track record of building the things that need to be built.

I've spent more than a decade at the intersection of advanced technology, engineering, enterprise customers, and commercial strategy, most significantly in senior global roles at Stratasys, one of the world's leading additive manufacturing companies.

The core of that work was technology commercialisation. Industrial 3D printing was a technology most organisations found compelling but had not yet figured out how to adopt. My job was to change that by building the commercial case, earning technical trust, and navigating the procurement and decision-making processes of some of the largest and most demanding industrial organisations in the world.

Getting them to commit required deep technical credibility, commercial fluency, and the ability to build trust over time. That experience is directly applicable to any organisation working to bring a new or advanced technology to market.

I've led a 150+ person global Engineering team, built and integrated technical teams across regions, and spoken internationally on advanced manufacturing and commercial strategy. I founded Pivot Innovation, built WildTech, an outdoor and technology cluster that brought together manufacturers, founders, government agencies, and researchers around a shared vision of increased innovation and entrepreneurship in Queenstown, New Zealand, and founded Gritworks to help people bring Mountain Bike products to global markets.

Organisations I've worked with

  • Stratasys
  • NASA
  • McLaren
  • Skoda
  • Rolls-Royce
  • Ford
  • GE
  • Volkswagen
  • EASA
  • Ferrari
  • Dyson
  • Foundry Lab
  • Airbus
  • ULA
  • Lockheed Martin

These are the kinds of customers and industries I've worked with — not a claim of personal credit for their outcomes.

How This Works
Direct access to leadership
and genuine authority to lead across functions.
Real budget and expert teams
to move initiatives forward.
Public-facing scope
including conference representation and external stakeholder engagement.
Remote-first
with regular in-person connection to the team. Based in Queenstown, New Zealand, and available to travel.
Flexible engagement
structured around Director-level roles, fractional leadership, and consulting projects.
Who This Works For

This works best for companies with capable teams and strong products that are not yet moving their most important opportunities fast enough. It is well-suited to organisations with emerging or advanced technology that has not reached its full commercial potential. Company size matters less than leadership ambition and the quality of the work.

Strong fits

  • Advanced manufacturing
  • Aerospace
  • Automotive
  • Robotics
  • Hardware
  • Industrial technology
  • Outdoor products
  • Clean technology
  • Technical B2B
Contact

Let's Talk

If your organization could use a hand pushing more quickly, reach out directly.

Amos C. Breyfogle

me@amosb.xyzlinkedin.com/in/amosbrey

Or send a message

Amos Breyfogle speaking on stage at Sea Otter Australia