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 ⬆️

Projects don’t lose margin in the spreadsheet.
They lose it in the handoffs.

Sales hands over an order that isn’t clean.
Engineering fills in the blanks.
Specs shift. Procurement scrambles.
Production gets it late and “makes it work.”
Then you pay for it in rework, expediting, and write-downs.

I’m a fractional COO / Change Operator for mid-sized manufacturers and project-driven engineering businesses.

I’ve owned P&L and delivery accountability in project-heavy, high-risk environments.

What I put in place in 90 days:
📌 clear decision rights (who decides what, by when)
📌 handoffs that are actually “ready” before work starts
📌 change control that stops free work
📌 weekly exec control room that forces the hard calls early
📌 a few simple signals that show trouble early — before the margin is gone

I’m usually called when:
→ Projects look green, but GM keeps slipping
→ Teams live in exceptions, expediting, and rework
→ Decisions sit too long and scope drifts quietly
→ Leadership wants fewer surprises and real accountability

If the numbers aren’t moving, it’s not a motivation problem. It’s a system problem.

DM me “MARGIN” and I’ll tell you where the leak is — and what to lock down first.

Lars B.

After a while, organizations get very good at managing the absence of ownership.

You can see it in the mechanisms they build around it.

More reporting.
More coordination.
More governance.

Weekly updates turn into monthly steering committees. Status dashboards multiply. Progress gets measured in milestones, percentages, and color codes.

It creates the reassuring sense that execution is under control.

𝗕𝘂𝘁 𝗿𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗰𝗿𝗲𝗮𝘁𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. 𝗜𝘁 𝗱𝗼𝗰𝘂𝗺𝗲𝗻𝘁𝘀 𝘁𝗵𝗲𝗺.

The uncomfortable truth is that many execution systems are designed to compensate for something that is missing: a single person whose credibility is tied to whether the decision actually pays off.

Without that, organizations rely on structure. Reviews. Alignment meetings. Escalation paths.

All of it useful.

None of it the same as ownership.

That’s why companies can run very sophisticated program management and still struggle to translate decisions into results.

They’re managing the motion.

But no one is fully accountable for the outcome.

-----

👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

Lars Buttkus

I drive change & scale operations profitably | Organizational Change & Transformation

Steering committees don’t deliver outcomes. They review them.

The deck is circulated. The updates are read out. A few questions get asked. Someone says, “Let’s keep a close eye on this.” The next meeting is scheduled.

It feels like oversight. It feels responsible.

But nothing actually moved.

A committee can’t own an outcome.

Committees are designed to share information and distribute responsibility. Execution requires the opposite. It requires one person who can force a trade-off when priorities collide, who can decide what stops when capacity is tight, and who carries the consequence if results don’t show up.

When an initiative stalls, a steering committee asks for more detail. An owner changes the conditions.
When benefits slip, a steering committee adjusts the forecast. An owner adjusts behavior.

Governance is necessary. It creates visibility. It does not create traction.

If the real work happens between meetings and no one is accountable between meetings, the structure itself becomes the delay.

Committees create alignment in conversation.

Ownership creates results in reality.

-----

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Most companies don’t have an execution problem. They have an ownership gap nobody wants to name.

The structure looks complete. Strategy sets direction. Operations runs the business. Finance tracks the numbers. The PMO keeps the work moving.

And still, execution slips.

Not because people are careless. Not because the plan was bad. But because once the decision is approved, everyone has a role in it and no one fully owns whether it pays off.

Strategy moves on to the next priority. Operations absorbs the disruption. Finance waits for the numbers. The PMO reports progress. Everyone is doing something useful. No one is explicitly accountable for staying with the decision long enough to make sure it changes behavior, survives pressure, and holds in the real operation.

Most organizations assume that gap will close itself.

It won’t.

So they compensate the only way they know how: more meetings, more updates, more coordination. The business stays busy, the reporting stays active, and the value drifts because coordination is trying to do the job ownership should have done.

That is why execution feels harder than it should.

The work is there. The owner usually isn’t.

-----

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Many companies respond to execution problems by strengthening the PMO.

Which makes sense. When initiatives multiply and coordination becomes harder, the natural instinct is to improve structure. Better reporting, clearer milestones, stronger governance.

A good PMO can bring discipline to chaos. It can make work visible, synchronize moving parts, and help leaders understand where things stand.

All of that matters.

What a PMO is not designed to do is own whether the decision actually pays off.

Its job is to coordinate the work around the initiative, not to carry the consequence if the outcome falls short. It ensures progress is tracked, risks are surfaced, and dependencies are managed.

Ownership of the result still sits somewhere else.

And that is where many organizations quietly run into the same gap.

When execution depends on sustained trade-offs, behavior change, and pressure-tested decisions, coordination alone is not enough. Someone has to stay with the outcome long after the project structure has done its job.

Without that, the organization can run very capable program management and still struggle to translate decisions into results.

The PMO moves the work.

Someone else has to own the payoff.

-----

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Most organizations don’t have a strategy problem. They have a subtraction problem.

New priorities get added every quarter. Digital. Cost. Growth. Compliance. Culture. Another “must win” initiative with a new name and the same calendar.

Each one makes sense on its own.

Almost nothing stops.

So the organization doesn’t transform. It accumulates. You’re trying to keep the old machine running while bolting a new one onto the side, then acting surprised when it shakes itself loose.

And then leadership asks why execution feels slow, why adoption is uneven, why the middle “can’t keep up.”

They can’t, because you never made room.

When capacity is tight, the system protects itself. Middle managers choose stability. Teams default to what works at 2 a.m. The new thing becomes optional because the old thing was never made non-optional.

Real change isn’t launched. It’s cleared.

The hard part of leadership isn’t starting something new. It’s naming what stops, and having the spine to keep it stopped.

If nothing stops, nothing changes.

Too many priorities is a leadership failure.

-----

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Middle managers aren’t blocking your change.
They’re absorbing it.

Every new initiative lands on the same desks.

Run the operation.
Hit the numbers.
Keep people safe.
And now... “own the transformation.”

Nothing comes off their plate.
Everything new lands on it.

So they do what experienced operators always do.
They protect flow.
They smooth risk.
They quietly decide what can wait.

From the top, that looks like resistance.
From the middle, it feels like survival.
From the floor, it turns into shortcuts.

Here’s the part leaders miss:

When middle managers push back, they’re often the first ones detecting risk.
They see where the plan collides with reality long before the dashboard does.

Ignore that signal and you don’t get speed.
You get compliance theater.

The fastest way to kill momentum is to treat your shock absorbers like brakes.

If you want change to move faster, don’t ask why the middle is “slowing it down.”

Ask what they’re trying to keep from breaking.

-----

👋 I’m Lars – delivering transformation that sticks.
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PMP Project Management Professional

What We Do
fortis altum offers fractional Executive services for Change, Transformation, Project Management, and Growth for manufacturing companies.

When customers work with us, they will:
↳ Get top leadership without full-time costs
↳ See fast, measurable results
↳ Solve critical challenges with expert focus
↳ Uncover new opportunities for growth
↳ Scale leadership to fit their needs
↳ Test strategies with low risk and high return.

Bilfinger, Babcock, Ceilcote, Deutsche Bank, Dow Chemical, Future Pipe, Osram, Haniel, International Paper, Johnson Controls, Kellogg, Linde, metallgesellschaft, Pirelli, Roche, SAP, screen2MOVE, SGL Carbon, Thyssen Steel, Valcambi, Verantis, Volkswagen, VA Technologies

A few of the interesting companies I have been working with over the last years....

Leading growth and business development initiatives in North America and South America for an engineered equipment manufacturer.

Vice President

Business development for a self-perform industrial construction & maintenance company.

Director Business Development

Supporting midsized companies with change management expertise and customized project management solutions & trainings.

Change Management Lead | Project Management Coach | Fractional CSO

Helping European consulting firms and manufacturing companies to establish market presence and unlock growth potential in the US. 

Fractional Chief Executive

Executive Leadership of a medium sized environmental engineering firm with operations in Europe, North America, and Asia.

President & Chief Executive Officer

Most transformations don’t fail.
They fade.

No explosion. No rollback. No drama.

Just a slow return to the old way.

The dashboard stays mostly green.
The language stays in the slide deck.
The project gets called “done.”

And on the floor, people quietly do what still works at 2 a.m.

Not because they’re stubborn.
Because the change never became the path of least resistance.

This is the dangerous failure mode.
It looks like progress from a distance.

Nothing breaks badly enough to trigger action, so leadership keeps walking past the leak.

Then months later someone asks, “Why didn’t we get the benefits?”

You did.
You just spent them on workarounds.

If you want a truth test, don’t ask for status.

Ask: “Show me what people do when it gets busy.”

That answer tells you whether the transformation is real, or already fading.

-----

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Every transformation gets approved. Very few get truly owned.

In the boardroom it’s clean: targets, timelines, investment case. Then the work hits the organization and gets diluted by day-to-day reality.

Six months later, ask one question: who is personally accountable for this paying off?

Not who sponsored it. Not who ran the project. Not who presents the monthly update. Who owns the outcome now, when the project team has moved on and the operation is doing what it always does under pressure?

That’s where it gets uncomfortable, because ownership was explicit during approval and delivery, and then it quietly turned into “shared responsibility.” Which is usually just responsibility without consequence.

So when benefits come in light, nothing triggers. It gets explained. Adoption takes time. Market changed. Other priorities.

All plausible. None accountable.

Before you approve the next initiative, make one thing explicit: who will still be on the hook when the slides are gone, the support has tapered off, and the business has to live with the change?

If you can’t answer that cleanly, you’re not funding a transformation.

You’re funding hope.

-----

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Some organizations don’t have this problem.

Not because their plans are better.
Not because their people are smarter.

But because someone stays accountable after the project ends.

In those organizations, there is a clear owner for what happens after go-live.
Not for delivery.
For results.

That person doesn’t run the PMO.
They don’t manage communications.
They don’t report benefits after the fact.

They sit between strategy and operations and stay there long enough to make sure the decision actually changes how work is done.

When priorities collide, they force a trade-off.
When adoption slips, they intervene early.
When results lag, they don’t explain it away — they fix the conditions.

Some companies formalize this as a small Value Realization Office.
Others don’t name it at all.

The label doesn’t matter.

What matters is that value after delivery has an owner.

Where that ownership exists, execution tightens and results follow.
Where it doesn’t, good decisions quietly decay.

This isn’t about adding structure.

It’s about closing the gap between approval and impact.

And that gap is where most transformations are actually won or lost.

-----

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By the end of the week, this is usually where things stand.

The project was delivered.
People were trained.
The dashboards are green.

And yet, something feels off.

Execution is uneven.
Benefits are softer than expected.
Everyone has a reasonable explanation.

That’s the signal most organizations miss.

When results lag but no one can point to a clear failure, the problem isn’t effort or intent. It’s ownership.

Projects own delivery.
Functions own their piece.
Committees own discussion.

But value after delivery often has no owner.

So it floats.

Adjusted here. Deferred there. Explained away everywhere.

The organizations that avoid this don’t rely on better plans or louder communication. They make one thing explicit: who is accountable for turning a decision into sustained operating reality, long after the project team has moved on.

Not forever.
Not as a new layer.
Until the value shows up and holds.

That’s the difference between change that looks successful and change that actually pays off.

Most transformations don’t fail because they were poorly designed.

They fail because no one stayed long enough to make them real.

-----

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Everyone agreed. They just didn’t agree on the same thing.

I’ve watched this play out more times than I can count. A leadership team signs off on an initiative, the meeting ends with nods all around, and everyone walks out thinking they’re aligned. Then execution starts and the whole thing begins to drift, quietly and immediately.

Strategy leaves the room thinking you’re changing how the business operates. Finance leaves thinking you’re hitting a number. Operations leaves thinking they’ll “make it work somehow.” Same initiative, three different meanings.

So the organization does what it always does. It fills in the blanks.

Trade-offs get avoided because they’re uncomfortable. Edge cases get handled locally. Workarounds appear to protect flow. Nobody is being difficult. Everyone is acting rationally from where they sit.

That’s why alignment meetings don’t solve this. They create agreement at the wrong altitude.

Real alignment shows up when pressure hits and someone has to choose: what stops, what changes, what gets measured, and what matters most. If those choices aren’t explicit, the initiative will still move forward, but it will move forward in three different directions at once.

Agreement isn’t alignment.

Alignment is shared interpretation under pressure.

-----

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Most organizations don’t fix execution gaps.

They audit them.

The pattern is predictable. Results lag. Adoption is uneven. Friction shows up. So leadership adds another review, another tracker, another layer of reporting.

The deck gets thicker. The conversation gets longer. The outcome stays the same.

It feels disciplined. It looks responsible.

But measurement without ownership is just documentation.

You can track drift with precision and still never correct it.

I’ve seen rooms where everyone agrees the initiative isn’t delivering what was promised. The response? A revised forecast. A deeper dive next month. A task force to “look into root causes.”

All activity. No accountability.

The shift doesn’t happen when visibility increases.

It happens when one person is explicitly accountable for the result after delivery.

Not the milestone.
Not the update.
Not the explanation.

The result.

That person makes trade-offs when capacity is tight. Stops work that undermines the goal. Calls out local optimizations that protect comfort but kill value. And stays until the new way holds under pressure.

Until then, the organization will keep mistaking oversight for control.

And reporting for execution.

-----

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Execution rarely fails in one dramatic moment. It erodes quietly.

When pressure rises, people revert to what they trust. When meetings reward harmony, people keep doubts to themselves. When incentives point one way and the strategy points another, the organization does the rational thing and follows the incentive.

None of this is surprising. It’s predictable.

What’s usually missing isn’t effort or intelligence. It’s ownership that survives past the launch. Most organizations assign responsibility for delivery, then move on as soon as the milestone is hit. The spotlight shifts, and accountability shifts with it.

If accountability ends at go-live, value usually does too.

That’s when drift begins.

Real ownership means someone is still accountable when the novelty is gone, when pressure rises, when incentives compete, and when saying “no” costs political capital. Until that exists, governance is observation.

And observation is not control.

If you want execution to hold, make one person clearly accountable for the outcome long after the applause stops.

Everything else is coordination.

-----

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Most strategies don’t fail because they’re wrong.
They fail because they change shape as they travel.

What sounds clear in the boardroom arrives differently on the floor.

A strategic priority becomes a project.
A project becomes a set of tasks.
Tasks collide with reality.
Reality makes adjustments nobody ever reports back up.

By the time leadership looks at the numbers, the original intent is already diluted.

Not out of bad will.
Out of translation loss.

Strategy speaks in direction.
Finance speaks in targets.
Operations speaks in constraints.

Each is right.
Each is incomplete on its own.

The problem is not alignment in meetings.
It’s alignment in action.

Who makes the call when targets and constraints collide?
Who decides what gives when the plan meets pressure?
Who stays close enough to reality to adjust without abandoning intent?

Without someone actively translating between these worlds, change doesn’t fail loudly.

It fades.

And by the time the gap shows up in the results, it’s already too late to trace where it broke.

This is why execution is not a communication problem.

It’s a translation problem.

-----

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If a change only works when leadership is watching, it doesn’t work.

Most transformations look solid in daylight. In review meetings. In controlled environments where the slides are clean and the discussion is structured.

The real test happens at 2 a.m.

When production is behind and the new system is slower than expected. When month-end is tight and the numbers have to close. When nobody senior is in the building and the team has to choose between protecting the target and protecting the new way of working.

That’s when the organization tells the truth.

Pressure doesn’t break change. It reveals whether it was ever real.

Under pressure, people don’t follow the latest presentation. They follow what feels non-negotiable. They follow what leadership has made clear will not bend.

If the new process holds at 2 a.m., it’s embedded. If the team quietly reverts to the old workaround, it never really was.

This isn’t about discipline. It’s about what the system rewards and what it tolerates. When change survives only in calm conditions, it means ownership wasn’t strong enough to carry it through stress.

Real transformation shows up in the moments nobody is reporting on.

If you want to know whether your change is real, don’t ask for the update. Ask what happens when the building is tired and the numbers are due.

That answer is your operating model.

-----

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Most organizations don’t need another permanent function.

They need ownership at the right moment.

The gap after delivery isn’t constant.
It spikes during major change, then settles.

That’s why building a full-time structure to solve it often feels heavy, slow, or political.
By the time it’s staffed, the damage is already done.

High-performing organizations solve this differently.

They assign temporary executive ownership to value realization.
Someone senior enough to force trade-offs.
Close enough to the operation to see what’s really happening.
Accountable long enough to make sure results stick.

Not forever.
Not as a new layer.

Until the value shows up.

Once execution stabilizes and habits hold, that role steps back.
The business keeps running.
The structure stays lean.

This is why the work often shows up as a fractional role.

Not because leadership is optional.
But because ownership is situational.

You don’t need someone watching forever.
You need someone accountable when it matters most.

That’s how decisions turn into results — without bloating the organization.

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👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

Green status is not evidence. It’s a blind spot.

Every box is checked.
Every milestone is hit.
Every update says “on track.”

And still, nothing really changes.

People are trained.
The system is live.
The old workaround is still faster.

So it quietly wins.

Green dashboards feel good because they’re clean and measurable.
Reality is messy, so it rarely makes the slide.

Dashboards track activity.
They don’t track friction.

They don’t show:
– where people hesitate
– where steps get skipped
– where “just for now” becomes permanent
– where output is protected by bending the rules

So leadership sees progress.
Teams learn what keeps the slide green.
And value leaks without ever triggering an alarm.

That’s why so many transformations look healthy right up until someone asks where the benefits went.

If you want to know whether change is real, stop asking for status.

Ask:
“What do people do when this makes their job harder?”

That answer will tell you everything the dashboard can’t.

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👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

Most companies don’t lack ambition. They lack someone who stays.

You can see it in the rhythm. A strategy gets approved, a program launches, the deck goes green, and then the next initiative arrives and the room moves on. Meanwhile the last change is still being negotiated on the floor, one workaround at a time.

No one is being negligent. This is what happens when ownership ends at delivery and governance stops at review.

The organization gets very good at starting and average at finishing, because finishing doesn’t look like a kickoff. It looks like a leader saying, “We’re not adding anything else until this holds,” forcing the trade-offs, and staying close enough to reality to stop the decision from being diluted.

Project teams hand over, support tapers off, operations absorbs, benefits come in light, and the story still sounds plausible.

The fix is not another tracker. It’s one clear owner who is still on the hook after the slides are gone.

Change management can prepare people. Project management can deliver work. 

Value shows up when someone is accountable until it pays off.

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👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

Green dashboards love compliance. Reality demands commitment.

The rollout is marked complete, training attendance is high, the survey results look fine. On paper, the change is moving.

In practice, people often adjust just enough to avoid friction. They use the new system but keep the old spreadsheet open. They sit through the workshop and then return to the routine that still feels safer. They say “yes” in the meeting and “for now” on the floor.

That isn’t sabotage. It’s self-protection. When the old way still works and nothing meaningful has stopped, quiet accommodation becomes the default.

Compliance is easy to measure, so organizations treat it as proof. Commitment is harder to see, so it gets assumed.

That’s how transformations look healthy right up until pressure exposes that the change never fully took hold.

Most transformations aren’t killed by rebellion.

They’re softened to death by polite compliance.

If you want a real test, don’t ask who attended the training.

Ask what stopped.

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👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

Execution rarely drifts because people don’t care. It drifts because incentives are misaligned.

A new priority gets announced, but bonuses are still tied to last year’s metrics. The new process is called “non negotiable,” yet the teams who bend the rules to hit the number still get rewarded. Collaboration is demanded, then performance is evaluated in silos.

The message is obvious, even if nobody says it out loud: results matter, the method is optional.

So the organization adapts. It protects what is measured and negotiates what is new. Not out of defiance, but out of rational self-interest.

You don’t embed change with speeches. You embed it by aligning consequences. When incentives contradict the strategy, the incentive wins, every time.

If adoption feels shallow, don’t start with culture. Start with what gets paid, promoted, and protected.

That’s your real operating model.

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👋 I’m Lars – delivering transformation that sticks.
🔔 Follow me for more on 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 and 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁.

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Lars B.

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Andy ⬆️

Lars B.

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Lars B.'s LinkedIn Performance

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