Andy Barbeau, Ph.D., CEO
Healing & Aligning the Entire Organization | First Principles Thinking | Systems Thinking | Fractional COO | Organization Development (OD) | Employee Engagement | Customer Satisfaction | Transformation
About
Houston, we have a problem: our organizations are struggling to succeed! Global employee engagement is only ~20% (Gallup, 2024), the great resignation was due to a lack of meaningful work, quiet quitting describes workers who have stopped caring, burnout and turnover continue. We need to do something about it! But what is the “it” we need to fix?
To succeed on this journey, first we need to acknowledge that "what got us here, won’t get us there". We need to stop, think hard about what we've been doing, and develop entirely new ways of seeing and understanding our organizations. For example, employee experiences are very negative, which acts like a cancer on the rest of the organization. We have tried incremental changes, quick fixes, and "low hanging fruit" but they have not been sufficient. Proper diagnoses and redesign require that we consider the whole organization and the interdependencies across all elements. Therefore, the “it” we need to fix is the entire organization.
I recommend a combined outside-in & inside-out approach that considers the whole organization and allows for healing and aligning to improve employee engagement, strategic execution, customer satisfaction, and overall performance. Starting with the outside-in viewpoint, we need to define organizational purpose (the why) and then the products, services, and outcomes that customers define as having value (the what). Then we can look inside at the people, process, & technology requirements and interdependencies to support value creation for customers (the how), with an emphasis on maximizing employee experience.
It is only by separating visible symptoms from true root cause systemic problems that we will achieve better organizational outcomes. Peeling back the layers to get at how to improve employee experience is a great starting point to eradicate a leading cause of organizational cancer. This aligns well with the many “5.0” initiatives underway now (Industry 5.0, Management 5.0, Society 5.0, Circular Economy 5.0) that prioritize Human-Centricity, Resilience, and Sustainability as key outcomes.
If you’re ready for a healthier, more resilient organization, or need help with your 5.0 initiative, please message me to discuss your specific needs.
Gallup (2024). Employee Engagement. https://www.gallup.com/394373/indicator-employee-engagement.aspx
Experience
Fractional COO
HMD
Mar 2026 – Present(2 mos)
Providing strategic and operational leadership in managerial & organizational design, alignment, execution, growth, change, and governance.
Founder & CEO
MORe, LLC · Global
Jun 2025 – Present(11 mos)
Healing & aligning organizations for improved performance in a VUCA world via human-centrality, resilience, and sustainability. Visit https://MOReLLC.com
Business Transformation Architect
Wolters Kluwer Health · Waltham, Massachusetts, United States
Apr 2025 – Jun 2025(3 mos)
Professional Services Consultant
Thales · Austin, Texas, United States
Jan 2024 – Apr 2025(1 yr 4 mos)
Adjunct Professor
Roger Williams University
Jan 2024 – Jun 2024(6 mos)
2002 - 2006 - Taught full-credit evening and online courses in business, management, & technology 2024 - 2024 - Taught full-credit course in management
Strategic Program Management
Moderna · Cambridge, Massachusetts, United States
Nov 2022 – Nov 2023(1 yr 1 mo)
Operational Excellence & Transformation Consultant
Nuance Communications · Burlington, Massachusetts, United States
Jun 2022 – Oct 2022(5 mos)
Digital Transformation Consultant
Waters Corporation · Greater Boston
Jan 2020 – Jun 2022(2 yrs 6 mos)
Driving strategic digital transformation programs with global cross-functional teams and vendors in support of customer-facing, business-to-business (B2B) initiatives such as digital software delivery, eProcurement, and others.
Organizational Change Management (OCM) Consultant
Dover Corporation · Greater Boston
Jun 2019 – Jan 2020(8 mos)
Key member of the corporate Digital Transformation team that built organizational change management (OCM) programs in support of multiple global initiatives across a portfolio of businesses to achieve revenue & cost savings objectives.
Director of Business Process Improvement & Business Process Consultant
AHIMA · Greater Chicago Area
Dec 2017 – Jun 2019(1 yr 7 mos)
Key contributor to the association’s Organizational Transformation driving organization-wide Business Process Management (BPM) efforts in business process improvement, customer experience optimization, and operational excellence.
Business Process Consultant
CVS Health · Woonsocket, RI
Jun 2017 – Nov 2017(6 mos)
Hired to facilitate urgent business process assessment and corrective action program following a mandate by the Chief Digital Officer (CDO) to address significant customer satisfaction (C-SAT) issues.
Transformation Consultant
Visiant Health · Southborough, MA
Oct 2016 – Jun 2017(9 mos)
Drove a company-wide, transformational change initiative to bring about significant improvements in culture, business process, technical infrastructure, & product quality by introducing an execution framework consisting of OCM, multi-level governance, program management, communications, incentives, reporting, and recognition.
Senior Program & Change Manager
Hasbro · Pawtucket, Rhode Island, United States
Oct 2014 – Feb 2016(1 yr 5 mos)
Provided program & change management expertise on global initiatives that brought enhanced operational excellence and customer satisfaction.
Program Manager & Product Owner
Fidelity Investments
Feb 2014 – Oct 2014(9 mos)
Led the go-to-market strategy for the largest single website refresh in the firm’s history, impacting thirty thousand employees and eighteen million customers, by driving the dialogue on value proposition, partnering with internal stakeholders, and ensuring widespread customer adoption.
Business Process Management (BPM) & Program Management Consultant
Harvard University · Cambridge, MA
Sep 2011 – Feb 2014(2 yrs 6 mos)
Led a Business Process Improvement (BPI) initiative that analyzed end-to-end business processes that improved the university’s Gift Accounting / Endowment Management operations by working with the CFO, Controller, Directors, and Deans.
Process Consultant & Program Manager
Iron Mountain
Aug 2009 – Apr 2011(1 yr 9 mos)
Key contributor on a business process reengineering initiative to improve the company's manual and digital workflows through the introduction of Business Process Model & Notation (BPMN) technologies.
Management Consultant
PTC
May 2008 – May 2009(1 yr 1 mo)
Formerly Axeda Corp. Provided consultative and training services to Global 2000 customers on technology adoption, Business Process Management (BPM), and Organizational Change Management (OCM).
Director of Program Management & Program Management Consultant
Houghton Mifflin
Jun 2004 – May 2008(4 yrs)
Co-led a Division-wide transformation initiative to reorganize people, processes, and technologies to improve operational workflows, product quality, and time-to-market for key products.
Adjunct Professor
Dean College
1992 – 1996(4 yrs)
Taught full-credit evening courses in technology.
Adjunct Professor
Middlesex Community College
1988 – 1989(1 yr)
Taught full-credit evening courses in technology & business.
Education
Walden University
Ph.D., Management
Nov 2022
Walden University
Master of Philosophy in Management (MPhil)
2019
Babson College
Master of Business Administration (MBA)
1998
Bryant University
BS, Computer Information Systems
1987
Expertise
Specialties
