ADHD is everywhere in construction — far more common than many realise. I was diagnosed just two years ago, and the experience felt like someone had finally handed me the manual for my own brain. Decades of frustration suddenly made sense: the fast-thinking, the energy, the creativity, but also the struggles with friendships, emotions, and the hidden admin of life. What I had always seen as flaws are simply how my brain works.

Reflecting on my own journey, when my dad died from alcoholism, therapy helped me understand that I was living with complex PTSD as the adult child of an alcoholic. Learning I had ADHD reframed decades of misunderstanding. I wish I’d known earlier even 30 or 40 years sooner. What I now understand about how brains can work differently. I’ve come to realise that my dad likely had ADHD too, with trauma and addiction masking the deeper neurological differences. Often, it’s anxiety, depression, or addiction that gets noticed first, while ADHD quietly shapes the person beneath.

Recognising strengths and challenges 

Neurodivergent’ simply means brains work differently. For me, that difference has been both a challenge and a strength. I’ve always been bright, high-achieving, and fast-thinking, but also prone to emotional ups and downs and struggling with routine admin. ADHD didn’t suddenly make me capable, it helped me understand why I think and behave the way I do.

Construction has one of the highest concentrations of ADHD in the workforce. It drives creativity, problem-solving, and pace. But when unrecognised, it can fuel burnout, safety incidents, poor retention, and tragically, even suicide. Over my 23-year career, I’ve observed that ADHD presents differently for each individual on site. Common traits include:

• Creative sequencing and problem-solving under pressure
• Thriving in fast-changing, unpredictable situations
• Building quick trust and rapport on-site
• High energy when engaged
• Contagious enthusiasm for the right kind of challenge

You might have the best tradesperson on-site who struggles when asked to do something outside their expertise. The solution isn’t frustration, it’s understanding and leveraging their strengths.

Construction in the UK is broken, and it's time we fix it by embracing neurodiversity and supporting our people.

Starting with understanding

Managing neurodivergent teams begins with recognising brain health as the foundation, with mental health often being the symptom. Understanding the seven types of ADHD and the different ways they may present is the first step toward creating teams where everyone can thrive. There is no one-size-fits-all approach.

Being a business owner can feel lonely, especially when your brain works differently. But understanding ADHD has been a game-changer in how I lead and support my team.