What companies get wrong about neurodivergence – and why it’s expensive

For a long time, I had been aware of twofold. That was long before my own late diagnosis, and long before I had a fuller understanding of neurodivergence and what it had meant in my own life.

Back then I watched a documentary about twofold, and it stayed with me. It made a strong impression. Then, somehow, I lost sight of it again.

Only recently did I come across it once more. There was this very interesting company from Zurich, and I felt I really wanted to speak with the person behind it. What drew me back was not only the company itself, but the way it seemed to approach work. It did not feel like neurodivergence was being treated as a side issue, or as a social initiative, or as something decorative for communications. It seemed more deeply built into how the company actually worked.

That, to me, is the interesting part.

Because many companies today are willing to say the right things about neurodiversity. But far fewer are willing to ask what it means in practice. How meetings are run. How people lead. How people communicate. How teams are built. How much energy a system costs. How much performance is lost when a company expects everyone to function in the same way.

This conversation with Noé Robert, the CEO of twofold, is about exactly that.

It is also about a pattern many founders know well. You build something that works precisely because of how your mind works. Then the company grows, expectations rise, more responsibility comes in, and the very qualities that helped you build the thing can begin to create friction inside the thing you built.

That is a very familiar story for many neurodivergent founders.

With that in mind, I wanted to speak to Noé not only about twofold, but also about his own journey, about the daily reality of running a neurodiverse company, and about what companies still fundamentally misunderstand when they approach this topic too lightly.

You can watch the entire interview in German on YouTube. English subtitles available.

Boris:
I have to say, I had been aware of twofold for a very long time. That was long before things really started to take off for me with my late diagnosis and with my growing understanding of neurodivergence. I watched a documentary about twofold back then, and it left a very strong impression on me. Then I somehow lost sight of it again.

And only recently I came across it once more. There was this really exciting company from Zurich. That is why I really wanted to talk to you.

What I am currently building with Neurospicy Founders is a podcast, but also a growing, welcoming, inclusive community. The goal is to build something I would genuinely have found useful for my younger self. A few years ago, I was, as I often say, flying blind. I was fully in business, but one puzzle piece was missing for me, and that had something to do with my neurodivergence, even though I did not know it yet.

In hindsight, many things began to make sense. At the time, I did not know that I would later learn a lot more about diagnosis and about the topic in general. Then I suddenly found myself talking to other founders and entrepreneur friends, and they were telling me very similar stories.

You build a company that can become successful precisely because you think the way you think. And then, suddenly, your own role changes. More is expected from you. More stability, more responsibility. Toward investors, toward employees. The whole thing flips. And then the difficulties arrive too. The question becomes: how do I get out of the situation I created for myself without the whole company going up in flames around me?

These stories repeat themselves surprisingly often among founders. So today I really wanted to talk with you about what you have learned in your own day-to-day working environment.

Noé:
Yeah, it is really cool. And it is funny, once you are into the topic at all, how many people you start noticing. Diagnosed or not. Suddenly you think, okay, yes, that seems a bit similar to me too.

Boris:
Maybe you can share a bit about your personal journey as well as your professional one. How did you first get involved in this? What drew you onto this path? And where do you stand today?

Noé:
Sure. I have been CEO of twofold since early 2020. We are a neurodiverse agency. And we basically understand neurodiversity as the whole. Neurotypical people, or whatever people want to call “normal,” and neurodivergent people working together side by side in teams.

We are very learner-centered. We also run an Academy, a full training program where we educate and prepare people on the spectrum, mainly on the autism spectrum, from entry level all the way up to senior management, which in practice is neurodiverse too. I think that is exactly what makes us distinctive.

And then last year I co-founded another company called Lofties, which is a diaper subscription business.

Boris:
So the CEO role was not enough?

Noé:
Exactly. Typical ADHD.

My career path was basically this: I started as a graphic designer. I was always fascinated by design itself. But I always thought, honestly, I would never be the best designer. I knew that. I could do it reasonably well, but what I always found exciting was the business side.

For me, that was the real beginning. It was important to have a foundation, to be able to say, okay, I have a degree, my parents are happy. I was a high-maintenance child. I went to many different schools. So there had to be some kind of base.

But I always knew I was fascinated by companies, by growth, by development. I found that exciting. Then I had a brief detour into strategy consulting. Funny story, I was totally unqualified for it on paper, and I just pushed my way in and thought, okay, everyone had been to HSG, I had not, but I could still do it.

I moved forward there a bit too. It was a lot of brand strategy consulting work, and it was really cool. I learned a lot. And then at some point the twofold request came in. It was a radical rebuild, a repositioning, and I thought, yes, that sounds fun. I would love to take that on.

Boris:
So you already knew the company back then?

Noé:
No, that is the funny part. Someone on the board was a close friend of mine for many years, and I had not realized at all that he had been quietly watching what I was doing. He followed the path I was on, and at some point he said, by the way, I am involved there too. Would you be interested?

And I have to add something else. Over the years I had completely forgotten my own diagnosis. Honestly, it was not a topic at all. I had been diagnosed as a child, but then I never really dealt with it. And later, when I started dealing with neurodivergence here and there, it suddenly occurred to me, oh right, yes, that is true, I am a bit different too.

Boris:
That is not the first time I have heard that someone had basically forgotten their childhood diagnosis.

Noé:
It is intense, right? Especially because the last six years have been very intense with this topic. And in hindsight I have started to see more clearly: okay, in this situation maybe I was not actually the problem. Maybe the problem came from somewhere else. Maybe it was not simply that I did not understand how something worked.

Boris:
And then, when you describe twofold as an agency, what exactly is the main service business? At first glance one might think employer branding, but that would be too narrow.

Noé:
That is actually the one thing that kept shifting over the last six years: the focus. In general, because we have many specialists, we offer a very broad range of services. And over those years we repeatedly tried to identify and settle on a more clearly defined focus.

But you know the industry. It is a difficult market environment. And at this point we have basically come back to the idea that in everyday practice we are rather generalist. We have a video editor in-house, so if we have to run a film campaign, we run film campaigns. We have brand specialists, so if someone wants a brand from us, we create one from scratch.

The whole question of focus has also become harder, especially around employer branding. For two years everyone was saying the workforce is important, we tried to keep our focus there, and now AI is here and the whole employer branding conversation is shifting again.

It is not that we do not do employer branding anymore. We just do not place it at the center in the same way. In practice it is simple: someone comes to us, whether because of neurodiversity or because of our work, and we solve problems. That has become our specialization, if you want to call it that. Whether it is a trade show, a booth design, a full campaign. We solve problems for clients across this whole agency universe.

Boris:
That makes sense. Employer branding would really only be one niche. You are clearly doing much more than that.

Noé:
Yes, and the interesting thing is that customers keep bringing us a very wide range of things. It can be a large corporate. But it can also be a small cultural event in Zurich, something that started tiny. And I think there are again a few parallels to ADHD there.

Someone once came to us and said, hey, we just need a logo. And I simply would not let go. In the end we did the full 360-degree campaign, on-site architecture, everything. I think that is just how we tick.

Boris:
How big is the company today?

Noé:
Around fifty people in total. But that is the Academy plus the Agency. So twofold as a whole is about fifty people.

Boris:
So you only really started engaging with neurodivergence again in this new role?

Noé:
Yes, absolutely. During the transformation process, the topic was obviously part of the work, so I had to refresh my understanding and read into it again. And while doing that, I realized, oh right, I have that diagnosis from childhood. Then the more you dive into the topic, the more you go into a tunnel and keep trying to understand more and more.

It was an exciting journey. Looking back and thinking, okay, yes, maybe this went wrong, maybe this went well. I always try to look at the positive side. But it is not easy.

We sometimes get attacked for that. For example, when I say that for me ADHD also has a very positive side. There is often feedback from people saying, yes, but for me it is the biggest struggle in my life, I have suicidal thoughts, and so on. Then I always try to say: there is a spectrum. Not everybody is at the same point.

It is difficult. It is somewhere between something that can feel like a superpower and something that also comes with suffering.

Boris:
Yes, exactly. If you over-romanticize it too much, it can feel strange for people who are currently suffering under it. It depends a lot on what life situation you are in.

Noé:
Absolutely. I know that side too. Burnout, energy drain, social exhaustion. There are many aspects that cost a lot of energy, and I think people should talk about that openly.

But still, if I could choose whether I would want it or not, I would always want it. Because it drives me.

Boris:
So it is a duality.

Noé:
Exactly.

Boris:
And what has that changed for you in your working life? Has becoming aware of it again made you more productive, more successful, or simply more aware of yourself?

Noé:
I genuinely believe that I am, overall, as happy as I have ever been. And I think that comes from one simple point. During the transformation we really asked ourselves: what does it actually take in day-to-day work to make this function?

Because at the end of the day we still operate in a business context. You can create a perfect-sounding ideal picture, but if nothing comes from it, if you stop making money, then it simply does not work.

A very practical example is working hours. I am always late to the office because I do not function well in the mornings. In the past I was forced to be there at eight, with fixed hours, and then after lunch people would tell you that you were half an hour late.

Now I can organize it the way I want. That does not mean I never work in the evening. It just means I can be here as I really am. I do not have to hide. I do not have to pretend to be someone I am not.

That has a huge effect on how you can use your neurodivergence well. So for me a fundamental thing is simply being true to yourself.

And as you know, the bigger the company, the more politics you have to play. Funny enough, I could do that very well. But it costs an incredible amount of energy. If you do that for a long time, you burn out, because you have to mirror yourself all the time and play a game that does not really fit you.

That is one of the biggest positive developments for me in this company.

Boris:
And of course, in your current role, you can live your neurodivergence more openly. That probably also helps because of your audience, your employees, who look to you for cues. But would this also work with a neurotypical manager?

Noé:
One hundred percent. Five versions of me would be pure chaos. That would not work.

What is fascinating is that we work a lot with people on the autism spectrum. In some ways that is the opposite of ADHD, but there is also a big overlap. If you put those two side by side, it can become the ultimate power duo.

One person is a bit chaotic and disorganized, but keeps pushing forward. The other person structures it and frames it in a way that makes it work.

You do have to want it. And even within our middle management it is not always easy. You have to engage with it, and sometimes it annoys you. But everyone here knows that what matters is the interplay. And I think it is enriching for neurotypical people too when that interplay works well.

Boris:
That sounds a bit like the founder duo ideal: the Visionary and the Integrator. I had not thought about it as ADHD and autism specifically, but it makes a lot of sense. And it is also interesting that a management system built around neurodivergent people might actually work better for everyone.

Noé:
Yes, and we do get that feedback. Clients often tell us it feels refreshing to work with us, because we are simply very honest and direct.

Especially corporates find that fascinating. We are just the way we are.

Even our meeting culture. People tell us they take that back into their own companies. They realize they spend fifteen full minutes in every meeting talking about the weather. If you do that ten times a day, that is exhausting, even for someone neurotypical.

So I strongly believe that many of these things are not only useful for neurodivergent people. They are useful, full stop.

Boris:
That resonates a lot with me. In my agency life, without realizing it, I had also created an operating system that fit developers, designers, and the people around us. It had a feedback culture, routines, mindfulness, all kinds of elements that felt completely logical to me. Only years later did I realize that this had really been a management system designed by someone neurodivergent, and it also happened to work for everyone else.

At the time people just dismissed it as “that creative Berlin agency culture.” But you can actually name it.

Noé:
I think it has helped that in the last five or six years the topic really has become a topic. Before that it was more like, ah yes, the crazy creatives. Today people talk more explicitly about neurodiversity. That has helped.

At the beginning, though, it was difficult. The company existed, and the training side was already its core competence, but it originally came more from IT. The founder, Susan, always wanted an agency. That is really why the big transformation started.

There were barely any projects in the beginning. A logo for a painter, a website, things like that. That was how it started. And at first people immediately placed us into a social-work box. As if we were some kind of protected workshop where maybe we would be making Christmas cards.

Almost nobody understood why I wanted to do this or why we needed to continue in that direction. It cost a huge amount of energy in the first years. We almost did not foreground neurodiversity at all. We first rebuilt the portfolio and made the work strong enough that someone looking at the website would not ask anymore whether we also make holiday greeting cards.

That was a real challenge.

Boris:
That must have been hard to communicate at the time. And now it suddenly makes sense to people and looks pioneering. But back then, probably not so much.

Noé:
Exactly.

Boris:
I think one overarching goal here is first to create awareness that many founders are probably “a bit different” and that this may even be part of why they start companies in the first place. They are willing to take risks, to think in non-obvious ways, to do something that others would not.

And then there is the question of how they actually build companies successfully, and how the issue is still not properly addressed in the workplace today.

In schools there is at least more awareness now. More support, more accommodations. But when I think back to my own school and university years, it was tedious. Only later, once you are allowed to slowly create your own path, does it become easier again for some people.

But inside companies there is usually no department for special needs, no equivalent structure. That is where I hope organizations will increasingly build the right operating systems so that things fit people better.

Noé:
That would be great. But I think there is also a danger in taking it on “as a topic” in a way that creates silos.

That already starts in school. You take a child out of the class for something special. I think that is the wrong path.

The right approach is to find the middle ground. As a neurodivergent person I also have to adapt a bit. That is fair. And the world also has to adjust to me a bit.

That is the difficult part, even when companies ask us to coach them. How do you actually do it? How do you deal with it in daily life? How do you build an operating system?

And I think it is absolutely central not to create silos. Not to say, we now have a Neurodiversity Group, and then these people are somehow separated from everything else.

Boris:
What has surprised you most about organizations and how they deal with neurodivergent employees?

Noé:
What surprises me is how often people want to take on the topic, but once it comes to real investment and real depth, it suddenly becomes too much work.

That is a shame, because then they do not realize that if you set it up properly, it really drives performance.

Even today, if senior leadership says they will include the topic in their messaging or deliverables, it often stays at the level of: yes, the topic is there, we do a little bit. But they do not really notice that if you build a system that works for everyone, you get far more performance out of that system than if you just run some kind of community event, talk about it for a bit, and then close the drawer again.

That surprised me.

Boris:
I think neurodivergence was also somewhat sidelined for a while because other DEI topics were louder or more established. Then DEI itself got rolled back in many places, and now perhaps this topic needs to be recognized again.

Noé:
Yes, absolutely. And there is a real difficulty there too. We still have not solved the gender gap. Then you bring in a topic like neurodivergence, and on top of that we are living in a time where everything is becoming more extreme. People are tired of topics that they perceive as social or ideological, and they think, oh, this is absurd too.

That is why I keep trying to bring it back to something very concrete: it is not just a feel-good topic. It is a performance topic. If you tune it correctly, it improves output. And maybe that is the thing management understands best: okay, this also helps us financially, so maybe we should actually do something about it.

Boris:
Maybe the goal is that eventually it is not even a topic anymore. It is simply built in.

Noé:
That would be my dream. That one day we are having a conversation about something entirely different, and neurodiversity is simply not a special category anymore.

Boris:
Are there also smaller misunderstandings or prejudices that still come up?

Noé:
Yes. I think what I find funny is that during these six years I have become so absorbed in what I do, or simply in being myself, that I sometimes notice people are surprised by me.

A few months ago I had a meeting with a CEO and several board members. A very important meeting, supposedly. And in that meeting I said “fuck.”

Then I noticed one board member started laughing. And I spent a long time wondering why he laughed. What exactly had I said?

And then I realized: I am so used to being myself that I do not even think about what is socially acceptable in a meeting anymore.

When I understood it, I found it funny, because he found it funny. It did not have any negative effect. But apparently I surprised people, because usually nobody says that. And somehow people find that refreshing.

I often find moments like that quite funny.

Boris:
I can imagine that on the client side you also need to know which people are well suited for customer contact and which are not. How much do you have to support that? How much are you also building awareness on the client-facing side?

Noé:
It depends on the level someone is working at.

For example, our Head of Strategy, Michael, is on the autism spectrum. I do not need to be there for him because he cannot do the work. Quite the opposite. But it helps when we go together.

If Michael works on a strategy, what comes out can easily be one hundred pages, with every conceivable metric a campaign could have. That level of detail is amazing.

But if he goes alone, the client might eventually say, what are you actually telling me here? I do not know, and honestly I do not want to know.

If we go together, I can be the translator. I can consolidate things, tone them down, bridge the gap. If I go alone, I do not bring the numbers. So I try to be a bridge between both sides.

And if someone works with us for a while, they start to understand that there may be more going on beneath the surface. If someone is simply very honest, then people learn to take that honesty for what it is.

In six years we have never had a situation where neurodivergence itself caused some real disaster. There are always problems, there are always situations I have to step into and solve. But the core problem was never “because of neurodivergence.” That is actually pretty cool.

Boris:
That reminds me of when I was working in Berlin in a very progressive agency culture and then our people would go into more traditional companies in southern Germany. Suddenly they were in a very different hallway, so to speak. Different expectations, different norms, and sometimes a clash happened.

Whenever something serious came up, we made it very clear that the relationship with the client was less important than protecting the employee. But it was not always easy to navigate.

Noé:
Yes, and because honesty is part of who we are, we are also honest when someone crosses a line. Then that is the end of it. Finished.

We cannot always afford to say no to clients in agency life, but there is a very clear line. If somebody crosses it, I will not tolerate it. Then you stand in front of your people and say, enough.

Boris:
What does that look like in the everyday life of the company? Do people know each other so well that it is no longer a major topic? Or is there active work around strengths, needs, routines, coordination?

Noé:
At the Academy, where training takes place, it is very structured. These are young people, often at the start of their careers. There is a lot going on, tightly scheduled, very orderly. We also have job coaches who talk with them not only about work itself but also about things that can become problems around work. People can exchange experiences and get support.

So in the Academy it is very much a topic. Socialization, teamwork, communication, how information is shared, how feedback works, how misunderstandings are resolved.

Among the specialists in the Agency, it is less of a separate topic in itself. But of course there are always situations where you need to pause and ask, okay, where are we, how is this person functioning, what is needed here? We are a diverse company. People tick differently. You have to pay attention.

That applies to me too.

For example, when I work with Lisa, our Client Service Director, that is also part of the dynamic. There is a lot of communication, and we are very open about it. I can say, hey shit, sorry Lisa, I messed that up, please send it to me again. Maybe I need her to send it to me four times before I actually look at it.

And on the other hand there are also topics where she moves very quickly in one direction because she is extremely structured and maybe does a bit too much there, and then I can say, hey, that is you, Lisa, you think differently, and that is okay.

So for us it is woven into daily life, even when we disagree.

Boris:
What are you doing that other companies still do not really have on their radar? Beyond the buzzwords and the well-intentioned initiatives.

Noé:
That is always hard for me to answer because I am living inside the film.

But one thing I can say is that ego does not really exist here. Not for me either.

There are not these moments where I insist on something just because I am in a certain position and want to push my own thing through. That does not exist. We have a culture that really values honesty, being true to yourself, and respecting that in other people.

A small example: the other day a female trainee met me in the hallway and asked, “Are you also doing an apprenticeship here?”

In a normal corporate environment I might have reacted with, what, do you not know who I am? But I thought it was great. I said, no, my apprenticeship was a while ago, but yes, I also work here, just in a somewhat different role.

These are everyday moments, but they matter.

And another thing: when we have a meeting, we do not spend our time talking about the weather, the sun, vacations, and all of that. There are other places for that. I can drink coffee with someone for that. But in meetings, we do not do small talk theater.

Boris:
When you say there is no ego, how do you deal with the moment when someone says, I cannot work that way, or because of my condition I cannot do that? Where is the boundary there?

Noé:
I think that is actually the hardest question of all.

Where is the real limit of neurodivergence, and where does it become an excuse?

I know that from myself too. Sometimes something annoys me or I do not feel like doing it, and I postpone it again and again, and then you can say, yes, yes, I have ADHD, I will get to it eventually, or not at all.

The same exists among employees. Where exactly is the limit?

We once had an incredibly talented designer. Truly one of the best designers I have ever worked with. Unfortunately he is no longer with us. He had repeatedly been close to being fired and in the end resigned himself.

He was total chaos. When he delivered, it was one hundred percent. Crazy good. But in the end I was managing him directly, which should never have happened in my role, simply because I wanted to keep him so badly. His talent was that high. But nobody wanted to work with him anymore, because the chaos had become too big.

That is the difficult part. You have to find balance. Sometimes you also have to say, no, this is not an excuse. You just have to do it now. We have a presentation tomorrow. I do not care if you send it to me at four in the morning, but send it to me at four.

That works for me. I can give an eight o’clock presentation on something I have never even seen before. But for someone like Lisa, who is very structured, that does not work at all. She needs to have gone through it properly.

That is where the real difficulty lies.

Boris:
And what are the strengths, the patterns of thinking, that are still being systematically underestimated?

Noé:
It depends a bit on whether we are talking about autism or ADHD.

With autism, I would say it is the logical thinking and the preference for order. Watching these people function can feel like watching a machine. It is incredibly impressive.

With ADHD, I would say it is the ability to push things forward, to generate new ideas again and again, and to keep surprising yourself. To never let go. To say, okay, yes, the status quo works, but now we are not going to stop there, now we are going to do something new.

That is also very much how my startup came about. It is totally crazy to do something like that in parallel, but I noticed I really wanted to do it. And our board actually supported that. A traditional board might have looked at me and asked if I had gone completely mad. Our board said, if Noé can do this, he will be happier, and he will also bring more back into the agency.

That is how it works in practice.

Boris:
Tell me more about that. How did the diaper subscription startup come about?

Noé:
It is funny, really. There were basically two thoughts behind it.

First, I have always found subscription models fascinating. Ever since they existed. I have always thought, wow, this is a great business if you build it properly.

Second, I started thinking: we are always developing brands and campaigns for clients. We get paid for that work. But when something becomes really successful, the real upside never comes back to us.

Then I noticed that in the US there was a brand called Coterie. It had just been sold for roughly one billion dollars. They took a boring, everyday product, diapers, and overlaid it with a premium direct-to-consumer subscription brand.

Then I looked at Germany and saw that there was already a company doing something similar. But with what I thought was a catastrophically bad brand and poor marketing, even though they were very successful and doing sixty to seventy million in annual revenue.

So I thought, okay, if that works, and we can bring marketing into it properly, then maybe this can work too.

I am only a co-founder there. I am doing it with my girlfriend. She is the marketing lead and covers everything I cannot do, all the things I am not good at. It is funny to see how well that works. Right now we are looking for investors. It is our first round.

Boris:
That links back to a question a lot of founders have. We always have many ideas. The hard part is deciding which one is worth really pursuing and which one should just stay an idea.

Sometimes I look at my own lists and realize that years later someone else has built a billion-dollar company from something I once had on my radar. So you have to become more honest with yourself about which idea you are really going to follow.

You chose diapers. I chose this community.

Noé:
Yes, and I think that is one of the biggest difficulties for people like us. You see a huge number of possibilities and opportunities. There is so much you could do. The question is when you actually act.

My girlfriend has had a very positive influence on that. Without her, the Lofties brand would not be what it is. The whole presentation, the look and feel, the site, everything would not be as polished because she is someone who says: this has to be right. We cannot put something half-baked into the world.

When you have people around you with whom you can collaborate closely, that helps enormously.

Boris:
What advice would you give to neurodivergent founders and business owners? What have you learned yourself?

Noé:
I really believe it helps to genuinely engage with the topic. Read a bit. Understand your own limits a bit better. Where do the boundaries lie? Where do you have to be careful?

Last year, for example, I had a moment where I was really running on fumes. Very close to burnout again. I think this is something a lot of us can relate to.

If you do not keep an eye on yourself, and if you do not take time to look at what you are doing and question it, then there is a strong chance you will burn out at least once before you maybe do it better next time.

Boris:
Yes, very similar for me. Often I narrowly avoided burnout, or maybe I was already in the middle of it.

That is why I now make much more intentional choices. I want to build solopreneur business models. I do not necessarily want employees. I do not want investor money.

I often tell founders who are close to taking VC money what they are really signing up for. Once you do that, the company is no longer only yours. It is externally steered. As long as things go well, it feels supportive. But it can also turn. And the better things go, the more expectation and responsibility you take on.

And people misunderstand the business model too. It is not about a tenfold return. It is about a hundredfold expectation, even if everyone knows that will not happen in most cases. If freedom matters to you as a founder, and especially as a neurodivergent founder, then you really have to ask whether VC is the right path.

Noé:
We are in that exact investor phase now with Lofties. On the one hand, I find it hugely exciting. It is a massive challenge to even get a seat at the table with the people who matter.

And I really understand your point. Until now I have basically managed almost everything myself. twofold has no external investors apart from the founder. And in those businesses, organic value creation was possible.

With Lofties, I can clearly see that it is different. We had a six-month test phase with almost no marketing budget because it all came from our own money. You can see that the business works. People order. They subscribe.

But you also clearly see that if this is meant to really scale, it will cost maybe fifty euros in marketing per customer. So then the question becomes: where do you want this company to go? If my girlfriend and I slowly put in our own savings month by month, it will never operate at the level it could actually reach.

That is why, in that case, the decision was very clear. We need external financing. The product exists, the site is live, and fundamentally it is a matter of putting marketing money in and scaling from there.

There, you can clearly see why you need outside capital.

What stayed with me from this conversation is that Noé does not describe neurodivergence as something abstract, ideological, or symbolic. He describes it as something operational.

How do people work?
How do they think?
How do they communicate?
How much energy does a system cost them?
How much better could they perform if the system actually fit?

That is the real point.

The biggest misunderstanding companies still have is not that neurodivergence exists. It is that they still treat it as a side topic instead of a design question.

And that is expensive.

Because once you understand neurodivergence as an operating system question, a management question, and a performance question, the conversation changes.

Then it is no longer about being nice. It is about building better companies.

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