Over the past few months, I’ve been working through an online Neurodiversity Coaching course.
What prompted me to start wasn’t a shift in career direction, but a growing pattern I couldn’t ignore - more and more clients were expressing that they needed a different kind of support.
For some, financial conversations felt overwhelming. For others, it was the pace, the language, or the way information was presented. And for many, there was an added layer - whether diagnosed or not - that made engaging with financial advice more complex than it “should” be.
That’s what led me to the course.
What I’ve learned has been both eye-opening and, in many ways, confirming. Financial advice has traditionally been built around a fairly narrow idea of how people think, process information, and make decisions. But in reality, there is no such thing as a “standard” client. We all approach things differently - our focus, our energy, our decision-making styles, and how we absorb information can vary massively.
In other words, financial advice isn’t a one-size-fits-all service. And it never really was.
This course has given me a deeper understanding of neurodiversity and, more importantly, practical ways to adapt how I work so that it better suits the individual in front of me. That might mean changing how we structure conversations, simplifying or re-framing information, breaking the session into manageable segments, or creating a space where clients feel more comfortable asking questions without pressure.
It’s not about overhauling everything. It’s about being more intentional.
Because when financial advice is delivered in a way that doesn’t align with how someone thinks, it’s not just inconvenient - it can be a barrier. It can lead to confusion, procrastination, or even avoidance altogether. That’s the last thing anyone needs when trying to make important decisions about their future.
What’s become very clear to me is that we need to be focusing on real brains, not perfect ones.
There’s no “ideal” way to be a client. There’s no perfect way to process financial information. And there shouldn’t be an expectation that people have to fit into a rigid model just to access good advice.
For me, completing this course isn’t about adding another service or changing what I offer. It’s about improving how I deliver what I already do. It’s about making financial advice feel more accessible, more human, and more aligned with the people I’m working with.
Ultimately, it comes down to this: if more clients are telling us they need extra support, we should be listening and adapting.
This is one step in that direction.