Neurodiversity is not an accommodation problem. It is a talent strategy many of our HR functions are actively wasting, especially in the moments that matter most: a reorg, an integration, or in a crisis nobody saw coming. In exactly those moments, the employees who think differently are often the first ones written off as difficult or disengaged, right when their pattern recognition and problem-solving are needed most, and most organizations have no way to catch that before real value walks out the door. This session gives HR leaders a practical framework, grounded in real transformation and M&A experience and in life raising a neurodivergent child, for recognizing neurodivergent strengths under pressure, structuring teams so those strengths surface instead of getting suppressed, and building a business case that makes this a leadership priority instead of a diversity talking point.