Practitioner‑led. Doctoral‑level rigour. Accountable to the board.
Andy Barbeau, Ph.D., is the founder and CEO of MORe and an Organisational Resilience and Transformation Strategist with more than 35 years of applied consulting and academic experience. He combines a doctoral understanding of management theory with hands‑on leadership in global enterprises — from Moderna and Thales to Wolters Kluwer, Waters and CVS Health — and current practice as a fractional COO for a global medical education provider.
How Andy works with senior leaders.
- Advisory focus
- Systemic remediation of managerial and organisational design failures.
- Typical sponsor
- Board chair, CEO, COO, CHRO, CIO, Divisional SVP.
- Operating style
- Evidence first, design second, delivery always. No cosmetic reorganisation.
- Engagement model
- Three productised tiers with clear gates, costs, and decision points.
Academic rigour, professional discipline.
Degrees
- Ph.D. (Management)
- MPhil (Management)
- MBA (Babson)
- BS (Bryant)
Credentials
- PMP — Project Management Professional
- CSM — Certified Scrum Master
Teaching & executive education
Faculty roles spanning business administration and organisational practice; creator of bespoke executive modules.
Professional memberships
PMI · Scrum Alliance · Academy of Management · ABPMP · BPM Institute · OD Network
From thesis to methodology.
Andy's doctoral research at {{ TODO: institution }} focused on {{ TODO: thesis topic — e.g. "managerial design failures in regulated, multi-site enterprises under sustained operational disruption" }}. The work produced the analytical foundation that later became the Organisational Resilience Lattice — the proprietary methodologyMORe now uses with boards and C-suite sponsors.
Beyond the thesis itself, the research established the discipline that distinguishes MORe's practice: every recommendation is traceable to evidence, every score to a defensible scoring rule, and every framework decision to the management literature it extends or contradicts. For boards that need to defend the methodology to auditors, regulators, or investors, that lineage matters.
Root‑cause first
Voice‑of‑customer and voice‑of‑employee integrated with process, data, and governance forensics.
Governance clarity
Separation of management from oversight, with clear decision rights and escalation paths.
Disciplined change
Mature change capability that accelerates adoption and protects value realisation.
Resilience isn’t about being able to bounce back to a previous state, it’s about being able to bounce forward to a new state.
Speak with Andy.
A confidential 30‑ or 60‑minute conversation to test fit and frame value.