Why Hazleen Ahmad believes we’ve got neurodiversity completely wrong — and what she’s doing about it

This story is one of nine on The Peak Singapore’s Power List. The list is an annual recognition that celebrates and acknowledges individuals who have demonstrated exceptional leadership, influence, and impact.

The theme for the class of 2025 is Vanguards, spotlighting business leaders who are boldly reshaping their industries, questioning outdated norms, and pushing boundaries with vision and conviction. At a time when conformity is often rewarded and change met with resistance, these individuals choose to lead from the front — not for applause, but because the future demands it.

Hazleen Ahmad doesn’t believe in charity. Not when it comes to neurodiversity, not when it comes to women’s leadership, and certainly not when it comes to building the future of impact investment. For this year’s Power List Vanguard, inclusion isn’t an act of corporate benevolence — it’s a strategic imperative that most leaders are too comfortable to recognise.

“In the impact investment and neurodiversity advocacy space, a persistent assumption is that inclusion is a charitable act rather than a strategic imperative,” she says from her base in Singapore, where she’s systematically dismantling decades of assumptions about who belongs in boardrooms and investment committees.

“Too often, neurodivergent individuals and marginalised groups are seen as beneficiaries of goodwill, rather than as essential contributors whose perspectives drive innovation and resilience.”

The words carry weight because Hazleen has witnessed the cost of this mindset firsthand. “This mindset perpetuates tokenism and sidelines the immense value that diversity brings to organisations and society at large. True inclusion is not about ticking boxes or fulfilling quotas — it is about recognising that the lived experiences of neurominorities, women, and other underrepresented groups are critical to solving complex, entrenched problems.”

The architecture of change

As deputy CEO of the Institute of Neurodiversity (ION) and president & chair of ION Singapore, Hazleen operates at the intersection of social change and strategic transformation. Her work spans building inclusive ecosystems for neurominorities, championing women’s leadership across sectors, and reshaping how organisations think about human potential.

She’s not interested in surface-level representation or feel-good initiatives that make for good press releases but little substantive change. Her focus lies in creating environments where difference becomes a source of competitive advantage.

“The industry must move beyond the outdated notion that diversity is a ‘nice-to-have’, and instead embrace it as a catalyst for sustainable growth and meaningful impact,” she argues. “When we break this assumption, we unlock new pathways for leadership, creativity, and collective progress, transforming inclusion from a moral obligation into a source of competitive advantage and societal advancement.” 

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This isn’t abstract theorising. Hazleen is actively challenging the belief that leadership must conform to a narrow, neurotypical, and often patriarchal mould. “For too long, success has been defined by rigid standards that exclude those who think, process, or lead differently. This entrenched model not only stifles individual potential but also limits the collective capacity of organisations to adapt and thrive in a rapidly changing world.”

Still, the misunderstanding of her work runs deep, revealing how far the conversation around inclusion still needs to travel. “The most misunderstood aspect of my work is the depth and complexity involved in building truly inclusive ecosystems,” Hazleen explains.

“Many perceive advocacy for neurodiversity and women’s empowerment as isolated initiatives or ‘soft’ pursuits, rather than as systemic transformations that require strategic vision, sustained effort, and measurable outcomes.”

She pauses, choosing her words carefully. “There is often an underestimation of the barriers faced by neurominorities and women — not just in terms of access, but in having their voices genuinely heard and valued. My work is not about surface-level representation; it is about creating environments where difference is not merely tolerated but celebrated as a source of strength.”

The journey demands more than good intentions. “This requires challenging deep-seated biases, reimagining organisational cultures, and fostering a sense of belonging that extends beyond policy to everyday practice. The journey is complex, but the impact is profound — unlocking human potential and driving meaningful, lasting change.”

A radical vision

When asked to envision her industry operating as it should, Hazleen doesn’t hesitate. Her vision extends far beyond incremental improvements or diversity metrics. “If my industry operated as it truly should, we would see a paradigm shift from transactional inclusion to transformational belonging.”

She paints a picture of organisations designed to harness the full spectrum of human potential, where neurodivergent individuals and women don’t just have seats at the table — they’re creating new tables entirely.

“Decision-making would be informed by diverse perspectives, resulting in more innovative solutions and resilient systems. Metrics for success would extend beyond financial returns to encompass social impact, well-being, and community cohesion.”

In this transformed landscape, flexibility and empathy would replace rigidity and conformity. “The system would be characterised by empathy, flexibility, and a relentless commitment to equity — where every individual is empowered to contribute meaningfully and thrive. In such a world, inclusion would no longer be an aspiration, but a lived reality that drives progress for all.”

Yet, building this future demands more than systemic change — it requires leaders who are willing to transform themselves first. Hazleen knows this intimately. “I am consciously unlearning the notion that leadership requires perfection or invulnerability. For years, I internalised the belief that to lead effectively, especially as a woman and neurodiversity advocate, I needed to mask my vulnerabilities and conform to established norms.”

The shift has been liberating. “I now recognise that authentic leadership is rooted in self-awareness, humility, and the courage to embrace imperfection. By unlearning the need to ‘fit in’, I am learning to lead with greater empathy and openness — creating space for others to show up as their true selves.”

This personal evolution strengthens her leadership while modelling a different path forward. “This shift not only strengthens my leadership but also models a more inclusive and compassionate approach for the next generation of changemakers.”

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The quiet victories

While awards and public recognition punctuate her career, Hazleen finds her deepest satisfaction elsewhere. “I am quietly proud of the small, everyday acts of kindness and connection that form the foundation of my work. While awards and public recognition are gratifying, the moments that matter most are those when someone feels seen, heard, and empowered because of an initiative I helped create or a conversation I facilitated.”

She describes these moments with evident warmth — a neurominority youth discovering their strengths, a woman leader finding her voice, a community coming together in solidarity. “These quiet victories rarely make headlines, but they are the true measure of impact. They remind me that change is built not just through grand gestures but through consistent, compassionate action.”

Perhaps most radical is Hazleen’s perspective on power itself, which challenges the assumptions that underpin traditional leadership models. “The one thing about power that is rarely discussed is its potential to be generative rather than extractive. Power is often viewed through the lens of control, dominance, or scarcity — something to be guarded or wielded over others.”

She offers a different framework entirely. “In reality, power can and should be shared, nurtured, and used to uplift those around us. True leadership is about creating spaces where others can step into their own power, fostering collective agency and shared purpose.”

This reimagining of power reveals something profound about organisational potential. Hazleen has witnessed it firsthand: When leaders relinquish their authority and start sharing it, the entire dynamic shifts.

Competition dissolves into co-creation. Individual wins become collective victories. “This is the kind of power that endures and transforms,” she observes, having seen firsthand how communities flourish when power flows rather than stagnates.

The Vanguard’s path

Being a vanguard means standing at the edge of transformation, seeing possibilities where others see obstacles. For Hazleen, it means challenging an entire industry to recognise that diversity isn’t charitable — it’s essential. Her work dismantles the comfortable assumption that inclusion is optional, revealing it instead as the foundation of resilient, innovative organisations.

“By advocating for neurodiversity and championing women’s leadership, I am working to redefine what effective leadership looks like — prioritising empathy, collaboration, and authenticity over conformity,” she reflects. “This challenge matters because the future demands leaders who are adaptable, compassionate, and capable of harnessing diverse perspectives to address complex global challenges.”

As organisations face unprecedented complexity and rapid change, her message resonates: the leaders we need aren’t those who fit the mould but those brave enough to break it. Hazleen isn’t waiting for permission to build this future. She’s creating it: one transformed organisation, one empowered individual, one quiet victory at a time.

For those ready to move beyond tokenism and embrace genuine transformation, her work offers both challenge and invitation. The question isn’t whether inclusion matters — it’s whether we’re brave enough to make it real.

For more stories on The Peak Power List, visit here.