A Neurodiversity & Accessibility Director.
Without the full-time salary.
Disability discrimination tribunal claims rose 79% in the UK last year. Compensation is uncapped. One person, embedded in your business from £950 a month, builds the policy, trains your managers, and hands your board a report that actually answers their questions, before they have to ask.
You already know why you're here.
You're a Director
You don't want to find out you're exposed the day a complaint lands on your desk. You want to walk into the board meeting already knowing the answer, not scrambling to find one.
You're a Manager or HR Lead
You're the one who gets the disclosure conversation, the accommodation request, the awkward question you weren't trained to answer. You want to get it right the first time, not learn from getting it wrong.
You're on the Marketing Team
You already suspect your content is excluding people. You don't need another 40-page audit you'll never open, you need someone to just tell you what's broken and fix it with you.
Nobody's asking if you want to do this.
The law already decided.
The Equality Act 2010 applies to every UK employer and every UK service provider. There's no size threshold, no grace period, and ignorance isn't a defence, and the risk is accelerating, not levelling off.
Worth being upfront: the Wright-Turner case below involved a council, not a small or mid-sized business. But the law behind it applies exactly the same regardless of size, no clear process, no real consideration of adjustments, and paperwork that can't stand up to scrutiny hits any employer the same way.
Wright-Turner v London Borough of Hammersmith and Fulham (2024)
A Director of Public Services Reform disclosed her ADHD diagnosis shortly after starting her role. Her probation was extended without proper process while she was on sick leave, and she was later dismissed with limited explanation and no formal hearing.
The Employment Tribunal found this was harassment and disability discrimination, plus a failure to follow the ACAS Code of Practice, with aggravated and exemplary damages added on top for the council's attempts to mislead the Tribunal.
Total award: £4,580,587.39
This didn't happen because the organisation didn't care. It happened because there was no documented process for handling an ADHD disclosure properly, and no one accountable for making sure there was one.
Barrow v Kellogg Brown & Root (UK) Ltd (2021)
A Head of Programme Management with 36 years at the company was dismissed through a process the Tribunal found had been predetermined weeks before it formally began. When a cancer diagnosis and its treatment side-effects emerged, the company didn't revisit its approach, it later used his inability to attend meetings during treatment as evidence of "non-cooperation."
The Tribunal found unfair dismissal, disability discrimination, and a failure to make reasonable adjustments, with aggravated damages added on top for the sham process itself.
Total award: £2,567,831.97
36 years of good performance didn't protect this company. This wasn't a new hire nobody knew, it was someone's most experienced person, failed by a process that should have adapted and didn't.
Hogger v Genesis PR (2026)
An employee received nearly £35,000 after a successful harassment claim, her manager had described her as "disorganised and uncommitted," traits the tribunal accepted were linked to her ADHD.
Total award: £35,000
No policy was broken here. No formal process failed. Someone just said something in a normal performance conversation, the kind of thing said in offices every day, without knowing it was discrimination.
Companies without a documented process find out how expensive that gap is at the worst possible moment, mid-complaint, mid-tribunal, mid-press enquiry, with no policy, no training record, and no one who can answer for it.
Companies with this in place can point to a policy, a training log, and a named person accountable for it. That's the difference between a difficult afternoon and a legal exposure.
Sources: Littler analysis of UK employment tribunal claims, year to 31 March 2026 (via Personnel Today/Employee Benefits); DWP Family Resources Survey 2023/24; ACAS/CIPD; Wright-Turner v London Borough of Hammersmith and Fulham, Employment Tribunal remedies judgment, 13 March 2024; Barrow v Kellogg Brown & Root (UK) Ltd, Employment Tribunal judgment, January 2021; Hogger v Genesis PR, Employment Tribunal judgment, 2026; Yerty analysis of 120,000+ published Employment Tribunal decisions, 2017–July 2026 (provisional).
This is what "we'll get to it next quarter"
is actually costing you.
Same three problems.
Here's what actually happens to each one.
You don't want to find out you're exposed the day a complaint lands on your desk.
I build and document the policy before the complaint ever arrives, so you walk into that board meeting already able to point to a paper trail, not scrambling to build one.
You're the one who gets the disclosure conversation you were never trained to handle.
I train your managers directly, with real scenarios, so the next disclosure conversation isn't the first one they've ever had to navigate.
You suspect your content is excluding people, but you don't have a 40-page audit's worth of time.
I review your actual content and tell you exactly what's broken, in plain language, then fix it with you, not a report that sits in a drawer.
Results.
This is what happens when these exact problems actually get fixed.
- ✓34% reduction in 90-day attrition
- ✓£227k annual recruitment savings
- ✓100% WCAG 2.2 AA compliance
- ✓Zero accessibility complaints since (previously 3–4/month)
- ✓44% increase in campaign engagement
- ✓£180k+ increase in online donations
One person, inside your business, on your terms. No recruitment process, no salary, no notice period. Pick the level of involvement that matches where you are right now, and grow it as things move.
1 Day / Month
- ✓Policy review & recommendations
- ✓Staff training, once a quarter
- ✓Email/Slack access between days
- ✓Quarterly stakeholder summary
2 Days / Month
- ✓Policy creation & rollout
- ✓Staff & leadership training included
- ✓Content spot-checks (web, social, SEO)
- ✓Board-ready stakeholder reporting
4 Days / Month
- ✓Policy ownership, with quarterly deep-dives
- ✓Staff training ongoing, leadership sessions termly
- ✓Content review on a rolling schedule
- ✓Named contact, treated as internal hire
Need more than 4 days a month? Let's talk about a bespoke arrangement, built around your actual scale, not a fixed tier.
A full-time Director needs five days a week of work to justify the seat. Most companies don't have five days a week of D&I work, they have policy reviews, training days, and the odd high-stakes call, concentrated moments where senior expertise changes the outcome. These tiers buy the days that matter, not a desk for the days that don't.
| What's included | Foundations 1 day/mo |
Growth 2 days/mo |
Embedded 4 days/mo |
|---|---|---|---|
| Neurodiversity & accessibility policy | Review only | ✓ Built & rolled out | ✓ Owned, quarterly deep-dives |
| Staff training delivery | Quarterly | ✓ Ongoing | ✓ Ongoing, leadership termly |
| Leadership & management training | – | ✓ | ✓ |
| Inclusive content review (social, web, SEO) | – | Spot-checks | ✓ Rolling schedule |
| Direct advisory access between days | ✓ Email/Slack | ✓ Priority | ✓ Same-day |
| Data & insight reporting for stakeholders | Quarterly summary | ✓ Board-ready reporting | ✓ Board-ready, rolling |
Not ready for a monthly retainer? Start with a single workshop, no commitment, see how it feels first.
Questions people usually ask.
Let's talk about what this looks like for your company.
A 30-minute call. No obligation. We'll work out which tier, if any, makes sense for where you are right now.
Book a discovery callAll calls are confidential. Just an honest conversation.