Board Advisory & NED Roles in Neurodiversity, Risk & Innovation
Why Boards Need a Neurodiversity and Risk Lens
Boards are expected to oversee risk, strategy and culture in an environment that is increasingly complex and fast-moving. Neurodiversity is part of this picture, whether explicitly recognised or not.
A neurodiversity and risk lens helps boards:
- Spot blind spots in how the organisation perceives and responds to risk
- Understand how neurodivergent talent contributes to innovation, compliance and resilience
- Assess whether culture, governance and systems are fit for a diverse range of minds
Ignoring neurodiversity does not make it disappear. It simply increases the likelihood of missed signals, missed opportunities and avoidable harm.
How I Support Boards on Innovation and Adaptability
A neurodiversity and risk lens helps boards:
- Spot blind spots in how the organisation perceives and responds to risk
- Understand how neurodivergent talent contributes to innovation, compliance and resilience
- Assess whether culture, governance and systems are fit for a diverse range of minds
Ignoring neurodiversity does not make it disappear. It simply increases the likelihood of missed signals, missed opportunities and avoidable harm.
Areas of Focus – Risk, Governance, Culture and ESG
- Risk and governance
How do your risk frameworks and oversight practices recognise and benefit from neurodiverse cognition and communication?
- Innovation and strategy
Are you tapping into neurodivergent and cognitively diverse perspectives when exploring new opportunities or stress-testing assumptions?
- Culture and people
How do leadership behaviours, norms and processes affect neuroinclusion, psychological safety and retention?
- ESG and stakeholder expectations
Where does neurodiversity sit within your broader ESG, DEI and human capital story — and how do you communicate that responsibly?
Together, we connect these strands so neurodiversity supports your long-term value creation and risk management.
NED Interests and Board Profile
I am actively interested in Non-Executive Director (NED) roles where a neurodiversity and systems lens can complement existing expertise around the table.
I bring:
- Lived neurodivergent experience combined with a background in business and transformation
- Experience working with international organisations and stakeholders on complex change
- A strong focus on adaptability, risk and innovation in the context of people and culture
I am particularly well-suited to boards of tech-oriented MMEs and MNCs and to committees focusing on risk, people/culture or ESG.
Next Steps for Chairs and Nomination Committees
If you are a chair, board member or part of a nomination committee exploring how to bring a neurodiversity and risk perspective into your board:
- We can start with a board briefing or workshop to explore relevance and fit
- Or we can have a confidential conversation about potential advisory or NED roles
You can contact me directly via the Contact page, ideally including:
- A brief overview of your organisation and board structure
- The key challenges or themes you see around risk, innovation, culture and neurodiversity
From there, we can decide together what the most useful next step would be.