Neurodiversity consultancy by sector.

Neurodiversity is a universal workforce topic that presents very differently sector to sector. Financial services carries a conduct-risk and regulatory frame that manufacturing does not. Manufacturing carries a shift-based, safety-critical frame that professional services does not. Higher education has student-facing neurodiversity practice a decade ahead of its staff practice. Construction has disproportionate mental-health risk sitting alongside a disproportionately neurodivergent workforce. Retail has to manage three distinct workforces — store, distribution centre and head office — simultaneously. Charities have to deliver under real financial constraint. Central and local government have to deliver under sustained public accountability. A generic neurodiversity programme, ported across all of them, fits none of them well.

Wayne's sector work is built on twenty-five years of senior transformation inside FTSE 100 environments across multiple industries, alongside sustained work in national public bodies and the third sector. Each sector page below is written for the seats that actually sponsor neurodiversity in that industry — the CEO, CHRO, COO, GC, VC, Chief Executive of a department or council, or the Chair of Trustees — and grounds the work in the sector-specific vocabulary, regulatory framing and workforce dynamics those sponsors expect. The dual-discipline positioning — chartered transformation leadership and lived-experience neurodiversity expertise — is calibrated for board- and ExCo-level audiences in every sector.

Read the sector page closest to your organisation. Cross-sector combinations are common: a bank with a substantial technology division, a professional-services firm with retail clients under EAA obligations, a university with a large commercial and estates workforce, a central government department overseeing arm's-length bodies operating in multiple sectors at once. The delivery model is designed to hold those combinations coherently.