Let's have a real conversation
At ASM, we believe the best conversations about neurodiversity don't always happen in formal training rooms - they happen around the table, with tea in hand and no such thing as a wrong question.
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Although we love training on neuroinclusivity, we're also passionate about going beyond the slide deck. When we visit your organisation, we're not there to lecture - we’re there to listen, share, and open up a conversation that actually means something to your people.
Relaxed, open chats that fit around your team - not the other way round
No formal agenda
A genuinely safe space to explore what neurodiversity really means for your people
No question is too much
We visit your organisation and meet you where you are - physically and emotionally
We come to you
Everything we do is grounded in empathy, lived experience, and genuine care
Heart-led approach
We share what actually works - practical, honest, and grounded in real experience
Best practice, not box-ticking
Whether you're just starting out or looking to deepen your understanding - you're welcome here
For every organisation
What to expect
A fireside chat - not a training session
Think of it as an honest, energising conversation with people who truly get it. We come into your company, sit down with your team, leadership, HR, or whoever you'd like in the room and talk openly about neurodiversity in the workplace. No PowerPoint. No jargon. No judgement. Just real talk about what it means to truly include neurodiverse colleagues, and what best practice actually looks like day to day.
These sessions can be as intimate or as wide-ranging as you need. Ask the questions you've always wondered about but never felt comfortable raising. We promise, there is no such thing as too much.
Get to know Melba & David
Before reaching out, we'd love for you to spend a moment with their profiles. Understanding who you'll be talking to makes all the difference and we think you'll feel at ease the moment you do.
Melba Mwanje
ASM Managing Director
Melba carries over twenty years’ experience guiding organisations through growthand transformation, embedding neuroinclusion, financial resilience, people strategy and accountable culture. Her background includes starting a business as a teenager, auditing with KPMG, and serving as CFO for one of Africa’s top performing international schools, alongside board-level and executive advisory experience. Melba’s organisational leadership training at Oxford University and her work on interpersonal dynamics at Stanford, sharpened her focus on what actually makes accountability real in day-to-day culture.
Melba brings a calm, systems-led approach that connects intersectionality to inclusion to operational discipline. She is explicit about the conditions that make accountability real: clarity on what is expected, why it matters, and follow-through that leaders can stand behind. Melba also uses humour as a tool to reduce tension and make difficult truths easier to hear and act on.
Organisations falter when leaders leave three gaps open: the knowledge gap, when people do not know what is expected; the importance gap, when they do not know why it matters; and the action gap, when follow-through is missing.
Fireside conversations with Melba are built around closing those gaps in a way that leaders can implement without creating exceptions or dilution of standards.
David Perkins
ASM Founder
David founded ASM in 2013 to protect specialist, individual employment support for autistic adults when those services were being reduced elsewhere. He brings
decades of experience as the Head of Employment Services with the National Autistic Society (NAS), encyclopaedic brilliance, and insightful anecdotes.
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Neurodivergence is often misunderstood at organisational level, because labels can be practically unhelpful, and sometimes counterproductive, because they trigger generalised assumptions that do not map onto the individual. After speaking with David, many leaders leave with a clearer way to think: stop managing the label, startmanaging the relationship between a particular person, a particular role, and a particular environment, with expectations made explicit and workable.
David is well-known and appreciated for his candour and pattern recognition. David helps leaders see what is actually happening in the relationship between a person, their role, and the environment around them, and what changes are realistically defensible and effective. He also has a rare ability to make complex dynamics memorable.