Evidence
There's a lot of confident advice about running a business with a busy, brilliant brain. Very little of it has been tested. Here's how we separate the two, and how it shapes what we build.
Every claim we make about how we work sits in one of three groups. We tell you which.
Research-backed
Supported by peer-reviewed studies. We say how strong the study is and who it was done with, because a finding about students isn't a finding about founders.
Practitioner consensus
Widely reported by people doing the work and consistent with the research, but not tested directly. Useful, and labelled as such.
Anecdotal
One founder's experience, or a tool someone swears by. Worth hearing. Never presented as proof.
The research on neurodivergent founders is mostly about traits, not workflows. The clearest pattern is that the energy that helps people start and act is real, while follow-through after launch is where things tend to slip.
Delegating and externalising routine work is the best-supported practice. It's also a known failure point, because handovers tend to break down over time.
Almost nothing has been tested on how founders actually win new business. That's the biggest gap, and it's where we focus.
In practice
We get follow-through out of your head and into the system, because that's where the evidence says things slip.
We keep you close to the work you're best at, rather than spreading you thinner.
We design every handover to survive impatience, with short onboarding and room for a learning curve.
We treat systems being dropped as the main design problem. That's why Tend exists.
Some popular claims don't survive a source check. You'll often see that ADHD founders are six times more likely to start a business. We can't trace where that comes from, so we don't repeat it.
Read the research at Beyond DivergenceTell us where the work's stuck. We'll tell you honestly whether we can help and where we'd start.
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