Why we’re here

We’re here to make a difference— real, lasting, and measurable.

For Laura Kendall, that drive took shape over 20 years of public sector leadership, navigating complex change while balancing big-picture goals with day-to-day demands.

In every high-stakes project, one truth kept surfacing: the more cognitive diversity at the table, the better the outcomes.

  • Laura was leading a major transformation effort. The team was stuck on a persistent challenge— until a quiet governance specialist posted an idea in a meeting chat. Their idea was unexpected, outside their professional ‘lane’, deeply insightful, and changed the course of the project. When Laura thanked them, they mused, “Lateral thinking is one of the best parts of my dyslexia and dyscalculia”. It was a clarion call: how much untapped potential sits hidden in plain sight, waiting for the right conditions to thrive?

    That moment became a catalyst. While many organisations were advancing gender equity and cultural inclusion, few were fully unlocking the power of neurodiverse talent. Laura launched Neurofuel to change that: to help organisations build workplaces where every mind is not just included, but valued as a source of strength and competitive edge.

Two men sid side by side talking, on the edge of a raised garden bed. They are gesticulating. The man on the left has dark hair, wears a dark blue v-neck sweater, and has a laptop on his lap. The man on the right has grey hair and wears a grey shirt.

The link between fully using neurodivergent strengths and unlocking superior business value is often overlooked.

Neurofuel is driven by a simple truth: when neurodivergent strengths are recognised and empowered, the whole system lifts. Workplaces become more adaptive and innovative, teams perform at their best, leaders gain new perspective, and customer experiences improve.

Research from Deloitte and Harvard Business Review shows that cognitively diverse teams solve problems faster and make better decisions. Companies that embrace inclusive practices are also 6 times more likely to be innovative and twice as likely to meet or exceed financial targets.

Neuroinclusion isn’t just good for people, it’s a smart business strategy that fuels sustainable success.

“Neurodiversity may be every bit as crucial for the human race as biodiversity is for life in general.”

— Harvey Blume