To mark World Autism Awareness Day 2026, Helen Needham discusses her experience as an autistic woman in the workplace, Capco’s joined-up approach to supporting neurodiverse individuals, her work with the charity Autism Forward, and advice for how employers can ensure inclusivity.
Autism research has historically focused on men and been largely understood through a male lens and theories such as Simon Baron-Cohen’s “extreme male brain”…
That perspective definitely continues to shape how autism is recognised in the workplace. I didn’t fit that profile and often felt out of step, without being able to explain why until much later. Many autistic women adapt by masking – observing, mirroring and adjusting their behaviour to fit expectations. I’ve done this throughout my career. It can help you navigate environments that don’t quite fit, but it comes at a cost, often leading to exhaustion and burnout.
At the same time, traits such as being direct, task-focused or less socially expressive can be interpreted negatively. I’ve often felt the tension between how I want to be seen and how I’m perceived. I care deeply about people, but my instinct is to focus on the task at hand.
What we don’t talk about enough is the cumulative impact of this. Burnout isn’t just about workload – it’s about the sustained effort of navigating ambiguity and expectation. For many autistic women, the signs build gradually and can feel overwhelming by the time they are recognised.
How has Capco’s support been important for you personally?
We have access to a workplace counsellor who understands the nuances of our workplace. Being able to talk through situations and develop strategies made a significant difference when I was close to burnout. Flexible working, particularly from home, has also helped me manage my energy more effectively. Mentoring plays a similarly important role. Having someone to interpret expectations, sense- check situations and build confidence can change the trajectory of a career.
Through my work with Autism Forward, I’ve seen how powerful this support can be in helping autistic people transition into employment, particularly given the lack of funding and structured support once they leave education. Difficulties with social communication and navigating expectations are some of the biggest barriers to thriving at work – especially for women, who often face higher expectations around ‘soft skills’. Specialist mentoring can be key in bridging that gap, helping individuals build confidence and ultimately secure voluntary or paid employment.
At Capco, we’ve also seen the value of a joined-up approach. Close collaboration between our Neurodiversity Network, recruitment, HR, training, DEI and internal communications teams ensures lived experience informs how we shape policies, processes and culture.
We need to broaden the narrative around autism – recognising different profiles and lived experiences, and putting in place support that helps autistic women sustain their careers, not just enter them. Until we do, many will remain present in the workplace, but not fully seen or understood.
“The opportunity for employers is not to define strengths, but to create the conditions where they can emerge”
What do you feel are the main challenges for autistic women, particularly in a corporate workplace?
As I mentioned, masking and the risk of burnout are significant challenges, and in my experience they are closely linked to navigating the unwritten rules of the workplace. For me, one of the biggest challenges has been the social side of work. I don’t naturally engage in banter and I find social chit chat awkward, which can make it harder to build new relationships and establish connections. In environments where progression is influenced by visibility and relationships, that can have a real impact.
This has been particularly relevant in my own career progression. Early on, I found it took me longer than my peers to progress, often because success was tied to less tangible ‘soft skills’. For a long time, I tried to change myself to fit those expectations, but that didn’t work. Progress only came when I started to approach things differently and develop my own strategies.
Another challenge for me is when someone brings a different perspective to what I was expecting – either it doesn’t align with what I had in mind or what I thought was being asked. I really value people bringing their own thinking, but in the moment I can find it hard when that thinking differs from mine. My brain can go straight to “computer says no”, and it takes me time to step back and process it properly. I know that can come across as resistance or pushback, when in reality I just need a bit of space to work through it.
I now rely on trusted colleagues as social allies – people who can help bridge connections and sense-check situations. I also spend time talking or thinking things through, particularly where my strong sense of fairness is triggered. When things go wrong or there is disagreement, I often need time to process my heightened emotions so I don’t hold onto negative feelings or respond in the moment, as those emotions can sometimes run away from me. Without that support, a lot of energy goes into understanding and managing the environment, rather than demonstrating capability.
What do you feel are the key strengths that autistic women can bring – and why more employers should be seeking out neurodivergent employees?
I’d suggest it’s less about defining a set of ‘autistic strengths’ and more about recognising that people already have a wide range of strengths that are not always fully realised because of barriers in the workplace.
There are some commonly cited strengths – such as attention to detail or problem solving – but that can be quite limiting. In my experience, there is a much broader range, including creativity, different ways of thinking and approaching problems, and a depth of focus that can be incredibly powerful when given the right environment. The key is creating environments where people can thrive, rather than expecting them to adapt to a single way of working.
Through my work with Autism Forward, I’ve seen how important it is to help people identify and articulate their strengths, particularly as they are entering the workplace. Many people struggle not because they lack ability, but because they haven’t been supported to recognise or communicate what they are good at. Specialist mentoring can play a key role in building that confidence and helping people position themselves effectively.
For me, I have seen that things really change when we start talking about what we have to offer, rather than what we are lacking. One of my strengths is how I approach complex situations. I tend to think in a structured and logical way, breaking things down and looking for patterns or inconsistencies.
One of the partners I work with once described it as being able to “see around corners” – spotting things others don’t immediately see. I also bring a strong sense of dedication and purpose. When I commit to something, I am all in – there are no half measures. I care deeply about doing what is right and delivering the best possible outcome. Alongside that, I am tenacious and will keep driving things forward, even in the face of multiple challenges.
As for why employers should actively seek out neurodivergent talent, for me that is quite simple. Diversity of thought is critical to avoiding groupthink and tackling complex challenges. If organisations want to innovate and make better decisions, they need different perspectives and ways of thinking. The opportunity for employers is not to define strengths, but to create the conditions where they can emerge.
“Inclusion is about creating an environment where people can do their best work and where different ways of thinking are understood, supported and valued”
What advice would you give to employers looking to become more inclusive for autistic women?
In my experience creating a more inclusive workplace is less about large programmes and more about making everyday ways of working clearer, more flexible and more accessible. A good starting point is having open discussions about preferred ways of working. Ideally, everyone should have a simple guide that outlines how they work best. Agreeing mutual ways of working upfront helps to accommodate individual needs, reduce misunderstandings and set people up to succeed.
It’s also important to make support visible and easy to access. Many organisations have support structures in place, but if people don’t know they exist or don’t feel confident using them, they become another barrier rather than an enabler. Creating an environment where people feel able to talk about being autistic or neurodivergent without fear of judgement is key. It’s far more effective to understand what support someone needs upfront than to wait until things start to go wrong and then deal with the consequences.
Mentoring and structured support can make a significant difference. Having someone who can help interpret expectations, sense- check situations and build confidence provides a bridge into the workplace that many people otherwise don’t have. It’s also important to recognise that adjustments will be different for each person. There isn’t a one- size- fits- all solution. Getting to know individuals, having open conversations and being prepared to explore what works - particularly where someone may not yet know what they need - can make a real difference.
Finally, organisations need to invest in building understanding across teams. Many challenges arise not through intent, but through a lack of awareness. Helping people understand different perspectives, and providing support to navigate those differences, can improve both inclusion and overall team effectiveness. Ultimately, inclusion is about creating an environment where people can do their best work and where different ways of thinking are understood, supported and valued.
What advice would you give to autistic women looking to build their careers today, including women who have been late- diagnosed?
For me, the biggest shift came from understanding myself better. For a long time, I felt like I was doing something wrong - working hard but not quite progressing in the way I expected. Being diagnosed helped me reframe that. It wasn’t a lack of ability, it was often a mismatch between how I naturally think and work, and what was expected of me.
My advice would be to focus on understanding how you work best, rather than trying to change yourself to fit a particular mould. That doesn’t mean ignoring the realities of the workplace, but it does mean finding ways to approach things that play to your strengths.
It also helps to build a support network. For me, that has included trusted colleagues, mentors and people I can talk things through with. Having someone who can help you navigate situations, sense- check decisions or just listen can make a huge difference.
I would also say find your community, whether that’s in the workplace or outside of it. Being able to talk through experiences with people who understand can provide a useful perspective and help you feel less alone when navigating your own path. Be patient with yourself. It can take time to work things out, particularly if you are diagnosed later in life and are rethinking past experiences. You don’t have to have all the answers straight away. Finally, don’t underestimate what you have to offer. Your way of thinking has value. The challenge is often finding the right environment where that value is recognised and can be realised.
“Don’t underestimate what you have to offer. Your way of thinking has value.”
Are there any final thoughts you’d like to share?
One of the biggest gaps I see, both as a parent and through my work, is what happens after education. There is often a cliff edge in support when autistic young people leave school or university and try to enter the workplace. The transition into employment is one of the most challenging stages, yet there is very little structured support available.
Through my work as a trustee at Autism Forward, I’ve seen the impact that targeted support can have. The charity provides specialist mentoring for autistic job seekers, helping them navigate everything from applications and interviews to workplace expectations and communication.
Over the past eight years, it has supported more than 600 people, with around 85% securing paid or voluntary employment. What this shows is that the barrier is not capability – it is access, understanding and support. When employers and organisations recognise this, and invest in the right interventions, the results can be transformative, not just for individuals but for the workforce as a whole.