I don't consider disruptive innovation a strategy -- if you are lucky its an outcome of a strategy.
Disruptive innovation is not about the competitor, and rarely about the product, its mostly its about the customer. The product is important only in how it serves the customer. Its disruptive because the competition is not serving the same customer you are going after than then after you get those new customers you have become the small or even medium competitor with business market knowledge and an established customer base. It does depend on the competitive advantage you present to that customer.
But if your technology depends on "educating the existing customers why you are better" as your engine seems it would, you have a different problem because your voice is smaller than the gorilla as is your trust factor. When you wake the gorilla you probably won't have enough competitive advantage to shout over them. And the number of over-hyped or scam's claiming better engines that have died before you may give you a hill that is even harder for you to climb. I've worked with a few companies with novel engine designs and its a very hard market to convince customers -- there are a multitude of less obvious dimension that matter the the engine customer, from reliability to distribution, to maintenance, to ability to produce in volume, which are often less obvious to the end user.
History shows most gorilla's don't acquire unless you have already established enough of a following with real customers -- they crush companies with ideas but without customers.