Hi, I’m Andy, a Change Leadership Consultant based in Montreal, originally from France, now helping organizations across Canada and beyond to turn transformation into a lasting success.

For over 12 years, I’ve worked with executives, HR leaders, and transformation teams to strengthen their change maturity, the mindset, capability, and culture needed to lead change effectively.

Many organizations struggle with transformation because people, culture, and leadership aren’t ready and lack capability for it. 

That’s where I come in.

Here’s what I do:

→ Design tailored change strategies and transformation roadmaps.
→ Coach leaders and sponsors to drive change with confidence.
→ Assess impact, resistance, and risk to ensure smooth transitions.
→ Build internal change capability through hands-on training.
→ Drive clear, 360° communication across all levels, using existing channels effectively.
→ Measure engagement, readiness, and behaviors to demonstrate ROI and lasting impact.

At Elevation Groupe Conseil, my goal is simple: make change your competitive edge.

If you’re ready to make your change initiatives stick, let’s connect.

Send me a DM or email me at andy.lauret@elevationgc.ca

Andy ⬆️

Everyone wants transformation to go faster.

Almost no one counts the damage speed creates.

I’ve seen rushed transformations burn teams, miss decisions, 
and stall adoption months later.

I’ve felt that pressure too.

“Go faster” sounds productive.

Until energy drops and shortcuts multiply.

Speed without clarity isn’t progress.
Speed without capacity creates workarounds.
Forced pace looks efficient, but it quietly sabotages outcomes.

Real acceleration comes from alignment, not pressure.

What’s one change you slowed down to move faster later?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Andy Lauret ⬆️

Change management partner | Building Change-ready Organizations by helping People-First leaders and employees | Founder @Elevation Groupe Conseil

Change management does not need a seat at the table.
It needs its own table.

For years, change has been treated like support work.

Brought in after decisions are made.

Asked to help people “align” once the hard parts are over.

That is not change management.
That is damage control.

Change work shapes the decision, not the announcement.
- It challenges timelines.
- It questions readiness.
- It slows things down when speed would break trust.

If change leaders only react, they will always be ignored.
If they only facilitate, they will never influence.

Owning the table means saying no.

It means pushing back on leaders who want buy in without ownership.

It means being accountable for outcomes, not just adoption plans.

P.S. Is change invited early or only when things start breaking?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Leaders accidentally kill engagement.

They broadcast instead of dialogue.
Present instead of co-create.
Celebrate go-live instead of measuring what sticks.

Here’s the truth:
Engagement is not about making people excited.
It’s about making them feel involved, equipped, and heard.

This framework shows:
→ The 5 things that kill engagement (even when leaders mean well)
→ Why each shift matters

One column builds compliance.
The other builds ownership.

Same intentions but very different outcomes.

Worth asking: which one are you designing?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline

People support what they help shape.

Consultation creates compliance.
Co-creation creates care.

One informs people.
The other gives them authorship.

Change doesn’t need more direction.
It needs shared ownership.

And you, are you designing for control...
or for commitment?

🔁 Repost & ➕ Follow Andy Lauret ⬆️for more real talk 
from the change frontline

Saying ‘I support this change initiative’ is not leadership. 

It’s distance.

Support without visibility is abandonment.

It tells teams the work matters, but not enough for leadership time.

Change does not need cheerleaders.
It needs sponsors who are willing to be seen and challenged.

Here’s what sponsorship actually looks like:

1/ Publicly own the change.
Say “I am accountable for this” instead of “I support this.”

2/ Show up where the tension is.
Join the meetings where people disagree.

3/ Repeat the message often.
If you are tired of saying it, people are just starting to hear it.

4/ Make one visible decision early.
Cut a process, fund a priority or stop an old habit.

5/ Protect the work publicly.
When resistance shows up, address it out loud.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Same goal, different approaches.

And… it’s OK!

Company A: top-down, directive driven.
Company B: co-created, Participative-driven.

We often search for *the* right way to lead change.

Truth is: there isn't one!

Both succeeded, because their strategies fit their culture, pace, and people.

The danger? Forcing a framework that doesn’t fit your DNA.

Yes my preference goes for a more co-created path… 
but different doesn’t mean wrong!

Context is king.

Custom beats copy.

And you, what’s the boldest change path you’ve seen work?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

For a long time, I thought leading change required authority.

A role, title or mandate.

Then I watched most change actually happen.
It didn’t come from the people with the biggest say.
It came from the ones who stepped in early.

The ones who noticed friction and removed it.
Who helped others make sense of what was shifting.
Who stayed calm when things got uncomfortable.

They didn’t “drive” change, they made it easier to move.

What I’ve learned is this:

Influence doesn’t come from position.

It comes from usefulness, trust, and timing.

– When you create value under pressure, people listen.
– When you follow through, people rely on you.
– When you model the change before it’s popular, people follow.

That’s how change gets led long before it’s approved.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

How to Lead Change Without Authority

Kotter 8-step Framework was meant to guide, not dictate.

It’s not the framework that fails.

It’s how rigidly we apply it.
The problem is using a copy-paste approach to a personalized challenge.

Kotter’s 8 Steps?
Still one of the best frameworks out there.
If you treat it as a compass not a checklist.
Change isn’t linear.

Sometimes urgency comes later.

Sometimes coalitions form mid-flight.

And sometimes empowerment needs to start before the vision is clear.
You can adapt the order.

You can tailor the approach.

But you can’t ignore the conditions.

Frameworks don’t fail.
Misusing them does.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

You didn’t lose value when the project failed.
You lost it when people stopped using it.

On time.
On budget.
Zero value...

Not because of resistance.
But because adoption was assumed, not managed.

Every hour of low adoption is a hidden cost.
And it adds up faster than you think.

Delivery is an event.
Adoption is the investment.

🔁 Repost & ➕ Follow Andy Lauret for more real talk from the change frontline

cost of low adoption

Mutual Prosperity, LLC

Transform your Leadership: Inspire, Empower and Thrive

Innovation Ecosystem Enabler | Leadership Transformation Strategist | Entrepreneurial Growth Catalyst

With over 35 years of diverse industry experience, I catalyze innovation and transformation to drive organizational growth and foster collaborative ecosystems. 

The expertise I use to help leaders includes:

•	Innovation Strategy & Execution: Aligning initiatives with business goals, fostering creativity and improvement.
•	Ecosystem Development: Building robust networks for sustainable value creation.
•	Leadership Transformation: Guiding teams through change, empowering adaptation.
•	Entrepreneurial Scaling: Helping founders overcome growth challenges and expand their businesses.
•	M&A Cultural Integration: Facilitating cultural cohesion for smooth transitions during mergers and acquisitions.
•	Talent Empowerment: Developing high-performing teams for breakthrough results.
•	Cross-Cultural Communication: Facilitating collaboration across diverse teams and global markets.

As Chief Empowerment Officer, I unlock organizations' and individuals' full potential to thrive amid disruption. My approach combines strategic foresight, adaptive leadership, and emerging technologies to create transformative solutions for sustainable growth and competitive advantage.

I connect visionary ideas with practical execution, bridging strategy and implementation for tangible results. Whether orchestrating change, designing innovation ecosystems, or mentoring future leaders, my passion is driving positive impact and fostering continuous learning and adaptation.

Let's connect to shape the future of innovation and leadership in your organization, driving impactful change and fostering a culture of continuous improvement and adaptability.

Founder and Chief Empowerment Officer

TASMU Platform

Executive Mentor

Hamad Bin Khalifa University

Services to help with transition of restructured organization.

Senior Advisor to HBKU and Qatar Foundation

Qatar Foundation

International Innovation and Commercialization Expert. Development of an energetic and effective innovation ecosystem for Qatar through multi-lateral relationships with domestic and international players in industry, research, academic and government sectors. Shaping Qatar Foundation's activities through strategic protection, maturation, marketing and licensing of innovative intellectual property and utilization of technical expertise in Qatar's research community for use in products and services of start-up and existing companies.

Director, Industry Development and Knowledge Transfer

Hamad Medical Corporation

Intellectual Property Advisor

Qatar University

Intellectual Property Action Committee Member

Qatar Foundation Research and Development

Heading up the intellectual property commercialization operations for the Qatar Foundation Research Division. This will include developing strategy and policy for protection, marketing and licensing of the intellectual property developed in conjunction with the Qatar Foundation Research Division and its associated domestic and international universities. Strategic protection, maturation, marketing and licensing of innovative intellectual properties for use in products and services of start-up and existing companies will also be part of the responsibilities. Negotiate intellectual property rights for licenses and contracts.

Director of IP Commercialization

Battelle Memorial Institute - Pacific Northwest National Laboratory

Develop strategy and policy surrounding usage and dissemination of software technologies at PNNL.  Such policy development has been instrumental for other Department of Energy Labs.  Strategic protection, maturation, marketing and licensing of  innovative intellectual properties for use in products and services of start-up and existing companies.  Negotiate intellectual property rights for licenses and contracts.

Senior Commercialization Executive

Washington State University

Instructor for Marketing, International Marketing, International Management, Entrepreneurship

Adjunct Professor

University of Illinois at Urbana-Champaign

Developed business model and plan for technology transfer at the University of Illinois that was adopted in 2000.  Initiated the use of Interns for market assessment of University developed technologies. Lead in developing Open Source Software policy for the University and NCSA.  Protect software intellectual property via patents and copyright. License information technologies (software) to start-up companies and others.

Copyright, Software & Trademark Officer and Senior Technology Manager

You didn’t start your company just to manage people—you started it to innovate, serve, and create something lasting.

But now, instead of leading a movement, you’re trapped in endless meetings, repeating yourself, watching misalignment slow everything down.

That fire in your gut—the one that told you your solution could change lives—is still there. But at 3 AM, staring at the ceiling, you wonder: "Why is no one else seeing the vision as clearly as I do? Why am I carrying this alone?"

After 35+ years globally, working with teams from Silicon Valley to Tokyo to Doha, I’ve seen this same challenge everywhere:

It’s not just about hiring the right people. It’s about unlocking the culture that gets the best from them.

The Hidden Barrier: Culture Misalignment
Most leaders try more tools, more training, salary bumps—but those are just Band-Aids. The real issue?

Your team isn’t truly synchronized with your vision. They don’t just need to understand your business goals—they need to feel them, own them, and live them in daily decisions.

Culture isn’t a tagline or a perk. It’s the invisible operating system that determines whether your team thrives or stalls.


The S.Y.N.C. Method™: Culture as Your Competitive Edge

I created The S.Y.N.C. Method™ to bridge the cultural gaps holding your business back. Inspired by Eastern philosophies of harmony and shared purpose and Western agile leadership, it turns culture into your biggest asset.


When your team moves in sync with your vision, everything changes:

✅ Bottleneck-free decision making
✅ Energizing instead of exhausting meetings
✅ Innovation flows naturally, without oversight
✅ Global teams collaborate seamlessly—without friction


How The S.Y.N.C. Method™ Transforms Culture into Performance

🔹 Unifies teams behind a shared, scalable vision
🔹 Aligns diverse cultural mindsets into a cohesive team dynamic
🔹 Bridges communication gaps between departments & global offices
🔹 Ensures cultural integration during mergers & expansions
🔹 Empowers talent to drive growth


Imagine stepping away for a week and your company runs better than ever. Imagine a culture where innovation, accountability, and problem-solving happen naturally—before issues even reach your desk.

That’s what happens when culture works for you, not against you.


Culture isn’t just another initiative—it’s the foundation of everything. And when you get it right, the results are exponential.

Let’s build a culture that naturally scales with your vision. Message me here or visit MutualProsperity.com to start the transformation.

John Taylor McEntire

Alignment is not always a leadership advantage.
Sometimes it is the reason progress stops.

This issue of Executive Synchronization explores what happens when alignment has done its job, and leadership must evolve instead.

Issue #8 is about Evolve™.

Executive Synchronization Architect | High-Stakes Leadership Transitions | Cultural Margin™ Enabled Transformation at Altitude | Creator of the S.Y.N.C. Method™

View newsletter: Executive Synchronization

When Alignment Is No Longer Enough The most dangerous moment in leadership is not misalignment. It is alignment that no longer fits the moment. Teams 

Open article: Issue #8 — Evolve™ by John Taylor McEntire • 2 min read

The Influence You Create Before You Speak The most consequential leadership work is often invisible. Not because it is small, but because it happens b

Open article: Issue #9 | Personal Ripple™ by John Taylor McEntire • 2 min read

Leadership doesn’t begin with action; it begins when the room decides whether to trust your stillness.

 Long before words land, coherence (or its absence) has already spoken.

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