Neurodiversity from the ExCo seat
Executive Leadership Teams — the ExCo, group executive committee or top team, whichever the organisation calls it — are the seat where enterprise neurodiversity work becomes real or stays theoretical. A signed strategy without ExCo ownership is a slide; a signed strategy owned collectively across every ExCo seat is an operating discipline. The distinction is usually the single largest determinant of whether the programme delivers outcomes or activity.
Wayne works with ExCos to convert a signed strategy into an ExCo-owned outcome set with clear accountability across seats; to develop the executive leadership capability the ExCo itself models to the top-200 leadership population; to move the executive stance from allyship to sponsorship; and to produce board-visible reporting on workforce outcomes at the same cadence as commercial performance. Formats include ExCo strategy days, residentials, one-to-one senior coaching pairs and fireside sessions co-sponsored with the CHRO.
The delivery style is calibrated for the pace, pressure and airtime of ExCo work. Sessions are short, structured and outcome-oriented; content is grounded in board-appropriate evidence; and the practice is designed to support — not compete with — the CHRO or CPO who sponsors the wider workforce agenda. The outcome is an executive team that owns neurodiversity collectively, models the behaviour it asks managers to adopt, and gives the board genuine confidence in delivery.