Director, Special Projects & Strategic Initiatives
Amos C. Breyfogle
I take ownership of the high-value initiatives that stall because no single person owns the work that lives between functions.
me@amosb.xyz · linkedin.com/in/amosbrey · Queenstown, New Zealand
What You Get
- 01New technology taken to market — building the commercial case, customer relationships, and market education to turn what is technically possible into revenue.
- 02Momentum on the initiatives that matter most — full ownership of cross-functional projects with no natural home in a single department.
- 03Technical capability turned into customer value — translating what engineering builds into language that resonates with customers and closes deals.
- 04Partnerships and new market opportunities — developing high-value external relationships and moving them from conversation to signed commitment.
- 05Teams that are connected and moving — bringing coherence to teams that are newly acquired, separated by function, or spread across geographies.
What Changes in 12 Months
- — Stalled strategic initiatives have moved to real outcomes
- — New partnerships, markets, or revenue streams are identified and developed
- — Emerging technology has a clearer, more compelling path to market
- — Engineering and commercial teams are more aligned and moving faster
- — Emerging leaders are developing with intention
- — The CEO has reclaimed meaningful bandwidth
“A force multiplier for the company's most important, and often neglected initiatives.”
Engagement
Open to Director-level roles, fractional leadership, and consulting projects. Remote-first with regular in-person connection and availability to travel. Strong fits: advanced manufacturing, aerospace, automotive, robotics, hardware, industrial technology, outdoor products, clean technology, and technical B2B.