When I took on a role five years ago dedicated to helping employers support diverse cognitive needs and build effective teams, I knew I was stepping into work that aligned closely with my lived experience.
My early years, shaped by selective mutism and moments of feeling misunderstood or underestimated, taught me what it feels like to move through school and work without enough support. Those experiences also gave me a clear view into how deeply thinking styles shape workplace performance, and why designing for cognitive differences is no longer a personal preference; it’s a business imperative.
