At Critical Software, a global technology company headquartered in Portugal, inclusion and innovation go hand in hand. As organizations worldwide increasingly recognize the value of neurodiverse talent, Critical Software has been putting these principles into practice by creating supportive environments where every individual can thrive.
In this interview, Specialisterne Portugal spoke with Raquel Fernandes, Project Manager at Critical Software, who shares her first-hand experience integrating a neurodivergent professional into her team. She offers candid reflections on the challenges, the learning curve, and the rewards of building a culture of trust and empathy. From highlighting the strengths that neurodivergent colleagues bring, to outlining practical steps managers can take, Raquel provides valuable insights for any company looking to start or strengthen its own neurodiversity journey.
Q. How was the integration process of a neurodivergent person into your team?
It was a challenging process, with many moments of learning and adaptation. I would describe it as a journey of discovery and building trust. It took us some time to identify which situations could trigger fewer positive reactions in our colleague, and to adjust both the environment and the way we communicated so that they would feel more comfortable and secure.
Q. What would you say are some of the main strengths of these professionals?
I would highlight their ability to focus and their great attention to detail. They are persistent when it comes to solving problems and show a very strong commitment to their responsibilities. They are methodical, dedicated, and when they feel valued and safe, they have a great sense of responsibility.
Q. Did this inclusion project change your perception of neurodivergent people? In what way?
Honestly, I wouldn’t say it drastically changed my perception. Perhaps because my background is in social work and I had already worked with neurodivergent people before. What this experience did reinforce, however, is the importance of empathy and truly seeing the person. I firmly believe that with the right support, it is possible to help neurodivergent people thrive. For those without prior experience, direct interaction can completely transform their perspective and broaden their understanding.
Q. What practical steps can managers take to support neurodiversity in their teams?
From my experience, some important actions include assigning a reference buddy who works closely with the neurodivergent employee, building a stable relationship of trust. As a manager, it’s key to being actively involved, supporting both the employee and their buddy. I also recommend organizing awareness sessions for the rest of the team, to foster empathy and understanding. Finally, hold regular one-on-one meetings—weekly, for example—to give and receive feedback, identify challenges, discuss solutions, and recognize progress. This strengthens trust and helps create a sense of belonging.
Q. What would you say to companies that have not yet implemented neurodiversity programs to encourage them to get started?
I would say: go for it without fear. With the right support, it is absolutely possible to successfully integrate neurodivergent people without disrupting project workflows. Seeing the growth and achievements of these colleagues is incredibly rewarding, both professionally and personally.
Q. What practices or policies do you think can help create a more inclusive environment for people whose identities intersect with multiple axes of inequality? (e.g., gender, race, etc.)
In my opinion, some effective practices include: clear commitments and visible leadership that promotes a culture of active listening, respect, and equity; implementing flexible policies adapted to employee needs, such as adjustable schedules, accessibility measures, or mental health support; and finally, reviewing recruitment and professional development processes to ensure they are fair and accessible for everyone, regardless of background or identity.
Q. What challenges do you think still exist in integrating an intersectional perspective into corporate culture?
I believe there are still several challenges, such as resistance to cultural change, especially in more traditional or hierarchical environments; lack of knowledge or understanding of what intersectionality really means, which often results in generic policies that fail to address the specific needs of the most vulnerable groups; and limited representation in decision-making positions, which makes it harder to design inclusive, trustworthy, and effective policies.
Raquel’s reflections highlight that inclusion is never a one-time initiative, it’s an ongoing journey of trust, adaptation, and growth. Her experience at Critical Software shows that when managers lead with empathy, teams rally with understanding, and individuals are supported to bring their full selves to work, everyone benefits. Neurodiversity in the workplace is not just about accommodation; it’s about unlocking potential, strengthening collaboration, and proving that difference is a true driver of innovation.
More on Critical Software’s Neurodiversity Programme:
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