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Self-understanding, and support that is always within reach.
Most people never start the conversation that support has traditionally waited on. NeuroBridge® gives each person a private way to make sense of how they work best, and to reach the workplace adjustments they need without disclosing anything. You see your support reaching people, in aggregate, without ever seeing the person.
The Bridge · Your Dashboard
Private to youGood morning, Sarah.
Today's plan
This week's goals
Representative view. Each person's space is their own.
The starting point
Newer generations arrive already knowing how they think.
The newest people joining you grew up with language for how they think, and it is starting to show. More arrive knowing they work differently, and expecting that to be understood. What has not moved with them is the way support is reached: it still waits on someone naming a clear need, or disclosing to get it. So the requests that reach you come out vague, or arrive long after the difficulty did, and the support you already pay for sits underused while capable people work at less than their best. When the entry starts privately, asks for no diagnosis or disclosure, and is already working before anyone has to explain themselves, it reaches the people arriving now and the ones who were here all along.
Identify as neurodivergent, by age bracket
The solution
Workplace adjustments for neurodivergent employees, built around how each person works.
When support no longer relies on a request, three things become true for every person you employ.
They gain self-understanding.
The Bridge gives each person reliable tools and knowledge most never had. Including self-paced, PhD-accredited courses to explore what fits their experience, whether they are diagnosed, waiting on an assessment, or quietly wondering whether a term like ADHD applies. It asks nothing of them first, no diagnosis, referral, or form naming them to anyone. Understanding how you work turns what's hard to name into a clear picture of what helps, theirs to keep and theirs to request when they're ready.
The right support is always within reach.
Each person owns their support. They choose the route for adjustments, all on their own timing. The person chooses when to have a conversation with their manager or HR, starting with what works, instead of what needs explaining. Beyond this sits a mental health support directory covering more than 45 countries, and live events anyone can join under a pseudonym.
Their own space makes it stick.
Everyone has access to a personal, virtual dashboard space where planning, goals, habits, and journalling live, designed so ongoing use feels like care rather than obligation. What a person completes stays theirs, they can evidence their own learning and engagement whenever they choose.
Your existing provision can keep its role. The EAP, occupational health and Access to Work still work when people need them; The Bridge is the layer that helps people see and clarify that need.
The Bridge · Dynamic Adjustments Hub
Discovery Recommendations
Advance notice of changes
Break tasks into smaller steps
Understanding Adjustments: recommendations are suggestions to explore, never prescriptions. Equal opportunity, levelling the playing field.
Your route, every time
My Adjustments Tracker
Representative view. Adjustments are held by the person, never imposed.
Neurodivergent employees who feel supported at work by their employer are more likely to report their experiences at work positively impact their mental wellbeing, compared to those who feel unsupported: 63% versus 9%.
CIPD 2024Who sees what
Private for individuals. Aggregated for organisations. Never confused.
People engage fully and honestly when the space is safely theirs, and the boundary which makes it safe is built in at the start, not bolted on later.
The individual
Their own space
- Their learning, at their own pace
- Their adjustments, and the state of each
- Their choice about every route
Learning, adjustments, and choices about the route they take, are theirs by default and theirs to keep that way.
The manager
Their own practice, nothing else
- Their own practice, learning and progress
- No team view exists, anywhere
- The platform never maps who reports to whom
Nothing about any individual is visible to a manager through the platform, ever.
HR & leadership
The reach
- The share of the workforce with live support
- Uptake and adjustment themes
- The trend over time
Learning focus areas, adjustments uptake and themes, and trends over time. Anonymous, aggregated, and never breaking the built-in safety.
When a request crosses
When someone chooses the request route, the adjustment crosses into your formal process already scoped by the person's own choices. The person controls what travels with it; the recipient sees the adjustment and what the person chose to attach, never anything else from the person's private space. The record that survives is the request and its resolution, so the conversation starts at what will help rather than at the beginning.
What HR can now do
Support which guides your growth.
The same system putting support in your people's hands, gives you the population view; live, aggregated, and actionable.
Reach you can see
How much of the workforce holds active support, as a number that moves, replacing an inbox of requests as the lone signal.
Uptake answers the design question
Which adjustments are adopted and retained, and where the gap between 'offered' and 'useful' is widest, means support design runs on evidence, not guesswork.
Themes become strategy
Areas requiring the most adjustments, return as recommendations. If sensory environment is a leading theme, sensory strategies enter next quarter's plan.
Equity you can evidence
Aggregated proof that support is reaching across the whole organisation, reportable to the board and to your DEI commitments, with no one being exposed to make the case.
Reach and engagement across the platform are measurable and reportable as ROI, in aggregate.
The Bridge · Leadership view
Support reach
Top adjustment themes
Reach in motion
Representative view, figures illustrative. Individual results never appear here.
Among neurodivergent employees who receive adjustments, two-thirds report improved performance, the strongest and most consistent benefit in the Index.
City & Guilds Neurodiversity Index 2026Before any request is made
Responsibility for responding when someone asks for support stays with you; nothing here takes its place. What changes is what stands ready before any request arrives: a standing, always-available route to support that asks nothing of the person first, with availability, signposting and response documented as it runs. And when a request does arrive, it arrives already scoped by the person's own choices, with evidence that supports the conversations your policies already anticipate.
Proof and appetite
The need exists; our system meets it.
Uptake worries make sense when every past programme needed requests nobody felt safe to make. What most organisations are missing is a way to drive engagement which costs nothing to their people.
Around six in ten (61%) said that adjustments would directly help them perform better in their job, and when we include those who are unsure but think adjustments might help, roughly four in five neurodivergent staff see potential benefit.
City & Guilds Neurodiversity Index 2026NTT DATA
How NTT DATA moved from awareness to action across their organisation. Named, on film, in their own words.
Questions
Frequently asked questions
Do employees have to disclose a diagnosis to use this?+
No. Nothing here needs a diagnosis or a disclosure: the learning, the adjustments and the support are all private by default, and every route beyond them is the person's choice. It reaches people with a diagnosis, people waiting for one, and people who will never seek one.
Who can see an individual's learning or adjustments?+
The individual. Managers see their own practice and learning, never anything about an individual: there is no team view, and the platform never maps who reports to whom. HR and leadership see reach, uptake and themes in aggregate; no individual's activity appears anywhere.
How does this sit alongside our EAP, occupational health and adjustments process?+
Keep all of them. Those services work when people arrive; this is the layer that gets people to arrive. Structured request routes carry people toward the provision you already run, and where Access to Work applies, toward funding that already exists. What the layer learns comes back to you as design evidence.
How does this work with our reasonable adjustments process?+
It feeds it. Your process keeps its ground, and this is the layer that gets people to it: each person reaches a private, structured picture of what helps them, and the request route carries that across already scoped by their own choices. So the conversation starts at what will help rather than at the beginning, and the themes that come back in aggregate show you where the process itself could be easier to reach.
What happens when someone does want HR involved?+
The request route carries the adjustment across already scoped by the person's own choices, so the conversation starts at what will help rather than at the beginning.
What does leadership get from this?+
The reach of support across the workforce, uptake as it moves, the adjustment themes that should shape next quarter's plan, and a trend the board can read, all aggregate, all evidenced.
Start the conversation
See how far your support can reach.
A short discovery call against your priorities, and a clear read on where support is reaching today.