Divergent Potential by Jason Hudson Bennett

Divergent Potential is a workplace-facing coaching and consultancy practice for ADHD, autistic and AuDHD professionals, alongside the organisations that employ them. The offer runs on two tracks: individual coaching for neurodivergent professionals and leaders, and consultancy for employers wanting to move their neuroinclusion practice beyond general awareness activity into structural change. Coaching covers career direction for those navigating a late diagnosis, executive coaching for sustainable senior leadership, and founder coaching for neurodivergent entrepreneurs. The organisational side covers manager development, professional development for neurodivergent staff, and wider organisational development work — reviewing HR processes, recruitment, retention and career pathways through a neurodiversity lens.

The practice was founded by Jason Hudson Bennett, who spent more than twenty-five years in technology leadership, progressing from software engineer to VP of Product and Program Operations and leading multinational teams across Asia, Europe and North America through large-scale transformation work. He received a late diagnosis of AuDHD partway through that career, which he describes as reframing years of high performance that had, in fact, been achieved at significant personal cost. When he subsequently looked for coaching support, he found few practitioners who combined genuine senior leadership experience with a working understanding of ADHD and autism — a gap that prompted his move into executive coaching. That combination of lived experience and corporate track record is positioned as the practice’s central credential, rather than coaching credentials alone.

Jason holds an ICF Associate Certified Coach accreditation, an ADDCA neurodivergent coaching qualification, and additional training through Henley Business School, Lexxic’s Coaching Centre of Excellence, and ManpowerGroup’s Right Management division. The individual coaching work is built around what the practice calls the Professional POTENTIAL Framework and a PIVOT framework for career transitions, while the organisational offer runs on a separate Corporate BASICS Framework addressing executive function demands, energy management, communication, prioritisation and sustainable output. Across both, the stated position is that neurodivergence is not a deficit to be managed but a leadership asset when the coaching is grounded in how a person’s brain actually works, rather than in generic leadership models applied regardless of neurotype.

The manager-facing strand of the organisational offer focuses on building the capability of people who line-manage neurodivergent staff, described as a shift from directive management toward curiosity-led coaching, and includes co-coaching arrangements in which a manager and their employee build shared understanding together rather than working from a one-sided adjustment plan. The organisational development strand is pitched at a more strategic level again, working with HR and leadership functions on policy, recruitment and retention practice, with the explicit aim of embedding neuroinclusive practice into how an organisation runs day to day rather than treating it as a one-off training exercise.

On the individual side, the practice states it has coached more than 150 senior leaders, and frames its client group as ADHD, autistic and AuDHD professionals who have often reached senior positions through years of compensation strategies, and who are looking for an approach aligned with their neurology rather than one that asks them to keep masking their way through it. Confidentiality is stated as a core part of how the individual coaching relationship is run. Taken together, the practice reads as a corporate-oriented offer rather than a therapeutic or clinical one — the language throughout is consultancy and leadership development, aimed at professionals and the organisations around them, rather than diagnostic or support-service framing.