I am Chair of the Neurodiversity Network at Principality Building Society, a Scrum Master, a qualified ADHD coach and, most importantly, someone with lived experience of neurodivergence. My journey into this work began shortly after joining Principality, when I was diagnosed with ADHD. For the first time, many of the challenges I had experienced throughout my working life began to make sense. Things I had often blamed myself for, or believed I simply needed to “try harder” to overcome, were actually part of how my brain works. That diagnosis was validating, but it also brought challenges. I had to learn how to understand my own needs, advocate for myself, and navigate workplace support processes that were not always clear or established for neurodivergent colleagues. While the people around me were supportive and well-intentioned, it became apparent that the organisation did not yet have a consistent pathway for colleagues seeking neurodiversity-related adjustments. At times, this meant having to repeatedly explain, justify and push for support. My Access to Work recommendations, including assistive technology and coaching support, took time to progress because ownership, funding and process were not always clear. That experience was frustrating and, at times, exhausting. However, it also became a turning point. I realised that if I was finding the process difficult, other colleagues were likely experiencing similar barriers, perhaps without the confidence or support to challenge them. Rather than allow that experience to remain individual, I became determined to turn it into something constructive. Alongside other colleagues with lived experience and allies who cared deeply about inclusion, I helped build the Neurodiversity Network. What began as informal conversations between colleagues has grown into a respected colleague-led network with a clear purpose: creating a safe, supportive environment where neurodivergent colleagues feel understood, valued and able to thrive, while helping the organisation become more inclusive by design. One of the things I am most proud of is creating spaces where colleagues can speak openly without fear of judgement. For many people, the Network has become the first place at work where they have felt truly understood. Some are exploring neurodiversity, navigating diagnosis or adjustments, or simply need a space where they do not have to mask. Creating and protecting that psychological safety has been one of our most important achievements. My ADHD coaching qualification has enabled me to support colleagues with executive functioning, workplace challenges, confidence and self-advocacy. I have also helped develop the idea of ADHD Champions, creating a more sustainable model of support so that colleagues are not reliant on one person or one route to access help. Beyond individual support, I have worked to influence wider organisational change. The Network has contributed to workplace adjustments, assistive technology, recruitment, communication and inclusive design. We have helped shift the conversation from “how do we deal with this individual request?” to “how do we build systems that work better for everyone?” A key achievement has been seeing the Network move from having to push for involvement to being actively invited into conversations. Teams now come to us for advice on how to make their work more inclusive, whether that relates to events, communication, workplace tools or colleague experience. That change shows that the Network is no longer seen only as a support group, but as a trusted source of insight and expertise. I am also proud that our work has helped challenge perceptions of neurodiversity. Neurodivergent colleagues are not problems to be managed. We are creative thinkers, innovators and contributors. Through awareness sessions, safe spaces, coaching, practical resources and honest conversations, I have helped create greater understanding of what neurodiversity looks like in practice. What I have achieved has not always been easy. Much of this work has been done alongside my day job, often through persistence, emotional labour and a willingness to have difficult conversations. There have been times when progress felt slow and when I had to balance supporting others with managing my own wellbeing. But I kept going because I knew the work mattered. The greatest achievement for me is not a policy change, a document or a process, although those things are important. It is the colleague who feels able to ask for support. The manager who better understands how to help. The person who realises they are not alone. The team that considers accessibility from the start. The organisation that begins to see lived experience as expertise. My journey has taken me from trying to understand and advocate for myself, to helping create a community that supports others and influences lasting change.
Neurodiversity Network | Cardiff, UK
