Neurodivergence isn’t only an individual issue.
Much of the conversation about neurodivergence at work focuses on the individual: diagnosis, disclosure, adjustments and support.
Those things matter. But what happens at work is also shaped by the organisation around us: by leadership, culture, expectations, processes and ways of working.
That’s where I work.
YOU MIGHT COME TO ME BECAUSE…
Something isn't working.
A situation involving a neurodivergent
employee or leader has become difficult.
Performance, communication, absence,
relationships, disclosure or adjustments
may all be part of it, and it isn't clear where
the individual issue ends and the
organisational one begins.
You know your organisation could do
better.
You've invested in awareness, policies or
support, but you're not convinced they're
changing people's experience of work - or
you want to understand what is getting in
the way.
You want to think about
neurodivergence differently.
You want to move beyond awareness and
individual adjustments and consider what
neurodivergence means for leadership,
culture, performance and the way your
organisation works.
You don't need to arrive with a defined project.
Often the first task is working out what the real question is.
A DIFFERENT PERSPECTIVE
I come to this work from a different direction.
I've spent more than three decades working in and leading complex organisations. Most recently, I was Chief Product Officer at Innovate UK and Executive Chair of Innovate UK Business Connect. Earlier in my career, I was a Managing Director at Ipsos MORI, leading a national operation of around 1,000 people, alongside senior roles at Sky, British Gas and Direct Line Group.
I also bring lived experience of leading as a neurodivergent person.
That means I understand both the organisational reality, the pressures, trade-offs and difficulty of making change happen, and what it can mean to think, work and lead differently inside those systems.
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I help you get underneath what’s happening rather than starting with a standard model or a predetermined answer.
We might look at leadership, culture, management practices, policies, processes or employee experience. We might test an existing approach, shape a new one, or look at why something that should be working isn’t.
The starting point is your organisation: how it works now, where people get stuck and what is realistically capable of changing.
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When a difficult individual situation brings neurodivergence into focus, I provide an independent senior perspective.
My role is to help you make sense of what’s happening: to separate the immediate individual situation from the organisational factors around it, challenge assumptions where necessary, and work out what needs attention now and what may point to a wider issue.
I don’t investigate, adjudicate or represent either party. My role is to help you see the situation more clearly and decide what to do next.
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Neurodivergence isn’t solely an HR issue.
How leaders think about performance, communication, talent, behaviour and difference shapes what happens throughout an organisation.
I work with boards, executive teams and senior leaders using the decisions, pressures and trade-offs they actually face - not generic awareness training.
The question is not simply what do we know about neurodivergence? It’s what does that mean for how we lead this organisation?
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Understanding something doesn’t necessarily change it.
I help turn insight into practical organisational change: deciding what matters, where to focus and how to make change work in the organisation you actually have.
The goal isn’t to build a parallel system for neurodivergent people. It’s to question where existing ways of working unnecessarily assume that everyone thinks, communicates or performs in the same way, and what might work better.
HOW I CAN HELP
WHAT YOU’LL COME AWAY WITH
The work will depend on the question we start with, but the aim is straightforward.
A clearer view of what’s actually happening, where the organisation may be getting in its own way, and what practical change is worth making.
Not a generic set of recommendations. Something you can use to make better decisions about what happens next.
CLEAR BOUNDARIES
Good advisory work means being clear about what I don’t do.
I don’t provide therapy or diagnosis, legal advice, occupational health assessments, grievance investigations, employee representation or expert evidence.
Where I’m advising on a live workplace situation, I won’t act for both the organisation and the individual involved in the same matter.
If what you need sits outside my role, I’ll say so.
HOW WE MIGHT WORK TOGETHER
The starting point is usually a conversation.
You may need an independent perspective on a specific situation, want to understand what’s happening across your organisation, or be considering a broader piece of change.
We’ll work out what you’re trying to achieve, what the real issue is and whether I’m the right person to help.
From there, the work might be a focused advisory session, work with a leadership team, a diagnostic piece of work or a longer advisory engagement.
You don’t need to know what the solution is before we talk.