August 29, 2025 by Tara May, CEO, Aspiritech The manufacturing sector is in the midst of a profound transformation, driven by technological innovation and an urgent need for skilled talent. Yet, a persistent paradox remains: countless job openings go unfilled, even as a highly capable, largely untapped population seeks meaningful careers. Many of SME’s industry partners and allies are finding creative, high-impact solutions to the skilled workforce shortage. It is vital to our mission to accelerate widespread adoption of manufacturing technologies and build North America’s talent and capabilities that we champion these programs. By helping them reach a wider audience we are encouraging their adoption on a national scale. One such organization making a significant impact is Aspiritech, which is working to connect neurodivergent individuals—those with conditions such as autism, ADHD, and dyslexia—with meaningful careers. At the recent RAPID + TCT event in Detroit, an SME Insights conversation between Tara May, the CEO of Aspiritech, and Toni Neary, Director of Community Engagement and Workforce Innovation at SME, shed light on the organization's transformative work. May’s perspective, shared at the Mission Critical: Workforce 2030 experience, revealed this approach not only helps close the skills gap but also creates a more joyful, productive, and inclusive workplace for everyone. The Power of Neurodiversity Aspiritech is the largest employer of autistic adults in North America, with a team of about 100 individuals, of whom 93% are on the autism spectrum. The organization operates as a mission-driven entity but functions like a for-profit company, working with clients around the world. As May explained, their team members earn every dollar of their paychecks. The work they do is focused on technology, which May argues is a critical component of every business today, including manufacturing. "In 2025, every company is a tech company," she said. "We are doing everything from developing websites to writing code, writing automation, thinking about AI in large language models and how to drive innovation in the workplace. Robotics is a big part of what we do. We're wrapped up in absolutely every element of what organizations are doing to digitize." This technical expertise is only part of the story. The real power, as Neary and May discussed, lies in recognizing the unique strengths that many neurodivergent individuals bring to the table. As Neary put it, "We're not talking about a disability. We're talking about a unique advantage: the ability to hyper-focus, to compartmentalize,” she said. “This is black and white. The fact that the nuance and sarcasm in the workplace could potentially be lost, but also, there's never been anybody better to review your standard operating procedures than a neurodivergent individual who's going to say, nope, that actually doesn't make sense." This ability to observe without the filter of social norms can lead to profound innovation. A Harvard Business Review study cited by May found that when you match an individual's passion with a business need, productivity can increase by 150%. This is the kind of insight that can both fill open jobs and propel a company forward. Simple Adjustments, Big Rewards One of the biggest concerns employers have about hiring neurodivergent individuals is the perceived cost and difficulty of making accommodations. May was quick to dispel this myth. "A lot of employers think about accommodations and the word sounds scary, right? How expensive is that going to be? How difficult is it going to be? Well, 80% of accommodations are free, and about 95% of them are simply very easy to implement." She explained that small changes can have a huge impact, not just for neurodivergent individuals but for everyone. For example, at the Aspiritech office, there are three different light settings—dim, dimmer, dimmest—so staff can choose the space that best suits their preferences. They also have a sensory room, a quiet space where anyone can take a break from the noise and commotion of the day. As May noted, "Neurotypical people use it just as often. It is a lovely way to escape the workday and to help your brain settle down a little bit." This concept extends to other sensory considerations. Neary and May recalled a conversation about how different people react to different smells—the smell of new carpet versus the smell of hydraulic oil. The key is to be mindful of these sensitivities. As May described, neurodivergent people can act as a "canary in a coal mine," picking up on environmental issues, like a humming noise or a super cold room, before anyone else. But by fixing these issues, the environment becomes better for everyone. Another practice May shared from Aspiritech is a simple daily check-in. Every morning, each team member is asked one question: "How is stress impacting your day today?" If they rate their stress level as high, a manager checks in to see what can be done to help. May believes this is a practice that all companies could benefit from. "Don't you want to know if your employees are so stressed that it's affecting their productivity, don't you want to check in and find out why, what blockers you can remove, how you might rearrange the day, how you might fix it, or just listen?" she asked. This kind of proactive management leads to a happier, more productive, and more engaged team. It also addresses the widespread issue of productivity anxiety. "About 80% of workers across the United States right now feel significant productivity anxiety," May noted. "There's so much pressure on us all day, every day, to perform, to do more. It feels like we can't ever get everything done. If you can relieve that a little bit, even simply by talking about it and acknowledging it, you will have happier, more productive, more engaged employees." Building the Talent Pipeline Aspiritech's mission goes beyond just employing people within their organization. They've also created the Aspiritech Academy to train neurodivergent young adults for careers in a wide range of industries. The academy's curriculum, which is developed by autistic teachers, focuses on preparing individuals for specific roles that employers need to fill. "We started fundamentally in QA but now we're thinking about cybersecurity, we're thinking about manufacturing roles," May said. "We're thinking about all these different ways we can train people to have them ready for the jobs that employers need to fill, and we just happen to be really good at knowing what autistic people need." This kind of dedicated training pipeline is a game-changer for industries struggling to find skilled talent. By focusing on the strengths and learning styles of neurodivergent individuals, organizations like Aspiritech and allies in workforce development are building a powerful new talent pool. The benefits are clear: the retention rate for autistic individuals is about 25% higher than for neurotypical employees. This loyalty, combined with their unique skills and ability to hyper-focus, makes them invaluable additions to any team. Neary's enthusiasm for this approach was palpable. "You're my favorite kind of firecracker, and I'm excited to show the world that we have a pipeline of workers," she told May. "And when we can grow that talent pipeline by adding neurodiverse individuals, we can make the entire workplace a better place." Ultimately, the work being done to help neurodivergent people find rewarding careers isn't just about filling job openings. It's about creating an environment where everyone can thrive and innovate. It's about recognizing that diversity of thought is a key ingredient for success in the 21st century. The path forward lies in seeing the unique abilities in others, making a few simple adjustments, and opening the door to a new generation of incredibly talented professionals. To learn more about Aspiritech's work and to hear the full conversation, watch the complete interview with Tara May.
