Services
Three formats, one intention: creating a space where everyone understands how they function and can share their experience safely.
Sessions available in French and English.
The problem
Neurodiversity does not ask for awareness. It shows what happens when a work framework forces some people to mask how they function: fatigue, lost productivity, departures, and a manager left wondering what they missed.
What we first observe in autistic people — the gap between how they actually function and the expected framework — reveals a wider tension. Too many employees, neurodivergent or not, spend silent energy holding up an environment that does not state its expectations clearly. A missing framework does not penalise a minority: it exhausts everyone, slows collective productivity, and leaves managers treating symptoms without ever seeing the cause.
85-90%
of autistic people in France are unemployed, rarely for lack of skills.
Burnout
driven by daily masking: adjusting behaviour, decoding norms, performing in a framework not designed for you.
Turnover
linked to unspoken discomfort. The organisation loses skills without knowing why, and the manager is left powerless.
01
45 to 90 minutes
An embodied talk rooted in lived experience that goes far beyond neurodiversity: understanding how you function, naming the gaps, and seeing what difference reveals about our professional frameworks.
02
Half a day to 2 days
A workshop format to equip managers: spotting signals, adapting work and communication frameworks, and building a team where psychological safety is real rather than declared.
03
Ongoing programme
A journey built with you: diagnosing friction points, broad awareness raising, manager training, then long-term support to embed the practices.
These talks are for everyone who senses that something, in the way we communicate and live together, deserves to be rethought.
I speak about autism and neurodiversity as an entry point into universal human mechanics: communication, implicit norms, adaptation, relationships and social frameworks.
I speak through open, accessible and embodied talks. I create spaces for shared reflection, with no jargon and no lecturing. My sessions blend lived experience, theoretical insight and perspective.
Because too much tension and conflict comes from misunderstanding rather than bad intention. As long as we do not create more space to understand how people function, the same people will keep paying the cost of adapting.
A simple journey, designed around your context.
We discuss your context, teams, friction points and what you want to see change.
Keynote, training or tailored programme: the format is adjusted to your audience and objective.
Concrete tools and a follow-up kit so managers can reuse these markers every day.
Neurodiversity is not a separate HR topic. It is a lever to understand how your teams really work — and why some people burn out without anyone understanding why.
Build your formatSpot signals, adapt work frameworks, keep the talent the organisation risks losing without knowing it.
Reduce invisible fatigue and turnover linked to discomfort. When the framework becomes legible, people stay.
Fewer misunderstandings, more clarity in exchanges. Simple rituals so everyone knows how to contribute.
Psychological safety is not an HR gadget: it is the condition for teams to take risks, propose and engage.
Case study
IGR-IAE Rennes — University of Rennes
Rebecca Dickason, senior lecturer at IGR-IAE Rennes — the management and HR school of the University of Rennes — runs the "HR Expert Track", a series of sessions for her HR students.
How do you widen the horizon of future HR professionals beyond the processes taught in class? Rebecca was looking for an angle that could genuinely shift their view of the profession: not another awareness session, but a challenge to what HR systems actually measure.
I led a conversation-driven conference on the future of HR seen through neurodiversity. Starting point: our hiring processes often assess how well someone decodes social norms rather than how well they can do the job. In France, 85 to 90% of autistic people are unemployed — rarely for lack of skills.
« Many thanks to Lucas Lenoir for a nuanced, insightful session that encouraged us to look more closely at the systems we design — and what they truly value. »
86%
rated the conference 5/5
100%
would recommend running the session again
100%
found the content relevant to their HR studies
« Everything, from presentation to delivery to content to conclusion, was perfect. »
« Get into our minds to actually see how neurodiverse people work, which made me more empathetic and understanding. »
« He imbibed more knowledge on me with regards to Autism and how HR leaders can use their position to make a positive change in the workplace. »
Organise a session« Are our systems better at recognising social conformity, or at creating space for genuine cognitive diversity? »
Going further
Managing an autistic person is not about applying a list of accommodations. It also means understanding the unspoken rules, the environment and the frames that shape work.
Read the article →
Communication difficulties between autistic and non-autistic people are not a deficit on one side: they are a mutual mismatch. That is what the double empathy problem describes.
Read the article →
Every session is prepared from your context: team size, maturity on the topic, friction points already identified. Describe your needs and I will come back with a clear proposal.
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