Why productivity advice fails ADHD founders at scale, what’s actually causing the bottleneck, how traditional CEO role structures are fundamentally mismatched to ADHD brains, and why mentorship (not just coaching) is what allows these founders to break through plateaus.
How do complementary cognitive architectures work in co-CEO partnerships, why spiky profiles create strategic advantage, and how to map cognitive strengths and weaknesses for role design, and finally – why the co-CEO structure specifically benefits neurodivergent founders who struggle with over-responsibility.
Who do ADHD founders unconsciously hire for neurological similarity rather than functional fit? How this creates structural business problems (the “wonky chair” pattern), and what changes when founders build teams around cognitive complementarity instead of cognitive familiarity.
Why post-Series A transition triggers a specific identity crisis for neurodivergent founders, how spiky cognitive profiles create competence gaps at scale, why anxious-preoccupied attachment patterns amplify board-related fear, and how founders can redesign their role around genius zones rather than trying to become operators.
