Questions are part of understanding.

Neuro Tide helps organisations understand, develop, change and support neuroinclusion across the experiences that matter to them.

That can include neurodiversity training, neuroinclusion audits, insight surveys, workplace assessments, consultancy, recruitment, coaching, manager support and case consultation.

You do not need to begin with a service name. You can begin with what is happening, what feels unclear or what you want to improve.

No.

Many conversations begin with a question, a situation or an ambition rather than a finished brief.

We can explore what you are trying to understand, develop, change or support and help identify a proportionate next step. Sometimes that is one piece of work. Sometimes different services connect over time.

We work with organisations across public, private and third sector settings.

The people we support can include HR and People teams, senior leaders, line managers, recruiters and talent acquisition teams, learning and development teams, operational teams and colleagues.

Our work can also consider the experience of applicants, customers, passengers, visitors, athletes, learners, clients and service users where neuroinclusion extends beyond the employee experience.

No.

Workplaces are a significant part of our work, but neurodivergent people experience organisations in many different ways.

We can explore employee experience, recruitment, customer and service journeys, physical environments, communication, information, learning, events and other interactions where the design of an experience may make participation easier or harder.

Awareness matters, but it is only the beginning.

Our work connects understanding with the situations, decisions, environments and conversations people encounter in real life.

The aim is not simply to explain neurodiversity. It is to help organisations notice barriers earlier, understand experience more clearly and make thoughtful changes that are practical enough to use after the session, report or conversation has ended.

Yes.

We shape the work around the people, places, responsibilities, sector, language, pressures and goals that matter to your organisation.

Tailoring does not mean changing a logo on a standard product. It means understanding the context well enough for the work to feel recognisable, relevant and usable.

We hold both.

Neurodivergence should not be reduced to a list of difficulties, and it should not be romanticised as a collection of superpowers.

People can have meaningful strengths, capability and different ways of thinking while also experiencing barriers, fatigue, sensory demands, communication differences or support needs. Context matters, and individual experience matters.

No.

A diagnosis can provide useful context, but it cannot describe the whole person or predict exactly what will help.

We look at the interaction between the person, the role, the environment, communication, expectations and the wider experience. That creates more room for support to respond to what is actually happening rather than relying on assumptions about a label.

Training can be shaped around the audience, industry or subject that needs greater attention.

That can include core workplace neurodiversity training, role based learning for managers, leaders, HR, recruiters and colleagues, industry based training, and focused sessions exploring communication or particular neurodifferences.

The purpose is to build understanding and then connect it with what people need to do in practice.

Our core neurodiversity training is usually 90 minutes including Q&A.

It is built around a shared foundation followed by application through the most relevant audience or organisational lens.

Lunch and Learn sessions are 45 minutes including Q&A. Extended learning and wider programmes can be designed where the audience or subject needs more depth.

Yes.

Managers, recruiters, leaders, customer facing teams and colleagues encounter different situations, responsibilities and decisions.

Industry context matters too. A contact centre, transport operator, retailer, professional services firm or sports organisation will not experience neuroinclusion in exactly the same way.

We make the learning recognisable without losing the shared principles underneath it.

Training does not have to end when the session finishes.

Follow up options can include Q&A sessions, manager support, manager follow up clinics, case consultation, communication coaching and other connected support.

That gives people somewhere to take the questions that often emerge once the learning meets real workplace situations.

An audit can explore the places, processes, information and experiences that shape how people interact with your organisation.

That might include physical environments, sensory experience, communication, documents, digital journeys, recruitment, meetings, processes, wayfinding, customer journeys or an entire experience across several touchpoints.

The scope is shaped around what you need to understand rather than forcing every organisation through the same template.

Insights Surveys help organisations listen before assuming.

They can explore how people experience communication, support, environments, management, processes and wider neuroinclusion across the organisation.

Survey insight can stand alone or sit alongside an audit or wider consultancy work, helping you compare what is intended with what people say they actually experience.

No.

Scoring is useful when it adds clarity and is appropriate to the agreed scope.

Some projects benefit from a Neuroinclusion Score alongside qualitative findings. Others are better served by detailed observations, evidence and recommendations without reducing a complex experience to a number.

Consultancy is useful when the question does not fit neatly into a standard service or when an organisation needs help turning insight into action.

It can support strategy, policy and process review, programme design, recruitment, communication, organisational change and situations where several factors interact.

The purpose is to create clearer direction and decisions that work in the reality of your organisation.

A workplace assessment creates structured space to understand what helps an individual work at their best and what may be getting in the way.

We consider the person in the context of their role, communication, workload, environment, routines, relationships, working patterns and wider experience.

The outcome is practical, personalised guidance that can help the individual and organisation move forward with greater shared understanding.

Not necessarily.

A diagnosis can be relevant, but useful support depends on understanding the person's actual experience rather than matching them to a generic list.

Where a diagnosis is present, it can form part of the context. Where it is not, we can still explore the barriers, conditions and working experiences that are affecting the situation, subject to the scope of the service.

Managers often need somewhere useful to take a real question.

Support can include role based training, Q&A sessions, follow up clinics, case consultation and practical guidance around communication, adjustments, expectations, performance, workload and individual situations.

The aim is not to expect managers to become neurodiversity specialists. It is to help them make clearer, more confident and more inclusive decisions.

Coaching usually creates focused space to explore how a person, manager or working relationship can understand and apply change.

Case consultation is more useful when an HR professional, manager or organisation wants specialist thinking around a defined situation and the possible routes forward.

If the distinction is not obvious at the outset, that is fine. Start with the situation and we can help identify the most useful route.

Yes.

In person delivery is available across the UK and is recommended where the work benefits from greater interaction, observation or connection.

Live online delivery is also available for UK and international organisations, distributed teams and situations where bringing people together physically is not practical.

The format should support the purpose of the work, not dictate it.

Yes.

Support can be shaped around distributed teams, multiple locations and different working patterns.

That may mean consistent learning across several cohorts, a combination of online and in person activity, or different parts of a project taking place in different ways.

We agree the approach around what will create the clearest and most useful experience.

Accessibility should be considered as part of the experience, not added at the end.

We encourage organisations and participants to tell us what would make access, communication or participation easier.

Where practical, we can adapt how information is shared, how sessions are structured and how people participate so that the method of delivery does not create an unnecessary barrier to the work itself.

With care and clear boundaries.

Some work involves personal, workplace or organisational information that needs appropriate confidentiality and data protection.

We aim to be clear about what information is needed, why it is needed, who will receive any agreed output and what remains private. Where an employer funds individual support, payment does not automatically mean the organisation receives the details of a person's conversation.

Our current Privacy Policy and Terms and Conditions provide the wider framework.

It depends on what you need.

A focused session, workplace assessment, audit and wider consultancy project involve very different levels of preparation, delivery and follow up, so one fixed price would not be meaningful.

Once we understand the scope, we provide clear pricing before you commit. If budget is a constraint, tell us. It is often possible to shape a sensible starting point without trying to build the whole programme at once.

We will make the proposed scope clear before work begins.

Depending on the engagement, that may be through a quotation, proposal, Statement of Work, booking confirmation or other agreed project documentation.

It should set out what is being delivered, the commercial arrangements and the practical expectations around the work so that both sides know what has been agreed.

Yes, where the requirements are proportionate to the work being commissioned.

We can provide the standard company, service, policy and commercial information reasonably needed to support procurement or supplier onboarding.

If your process has specific requirements, share them early so we can identify what is relevant to the engagement and avoid unnecessary delay.

Where in person delivery requires travel or accommodation, we make the arrangement clear within the quotation or proposal.

The important thing is that there should be no surprise about what is included.

For multi location or multi day work, we can also consider the most sensible delivery pattern so that travel, time and cost remain proportionate to the value of the work.

Tell us.

Projects can develop as new information emerges, priorities move or the organisation understands the issue more clearly.

Where a change affects the agreed scope, timing or cost, we will discuss that with you rather than quietly allowing the project to drift. Sometimes the right answer is to extend the work. Sometimes it is to keep the original scope and identify a separate next step.

Start with what is happening.

You might have a clear project in mind, a question you want to sense check, an individual situation, a wider organisational ambition or simply uncertainty about where to begin.

You do not need a finished brief. Share what you are seeing, hearing or trying to improve and we can explore what a useful next step could look like.