When a workplace wants to welcome more neurodivergent employees, what does this mean? Is it about meeting a hiring quota? Or is it about having a structure that recognises and supports the unique strengths of each employee? We find out how two neurodivergent individuals view their roles within a corporate organisation like PETRONAS, how the company developed its Neurodiverse Centre of Excellence, and how families and the education system need to build the scaffolding for neurodivergent children to transition into adulthood.