Employee Spotlight: Jeff Brannon

In this Employee Spotlight feature, Jeff Brannon, Engineering Manager at Access, shares his story, from struggling in school and leaving education without the results he needed, to returning to university as an adult, building a successful career in software engineering, and now leading teams at Access.  

His experience highlights the importance of understanding neurodiversity, creating inclusive  environments and recognising that talent doesn’t always follow a traditional path. 

When did you first realise you were dyslexic and how did that understanding change how you viewed yourself and your abilities?  

My first feeling that something was different came at school in the 1980s. I was in a top set, I understood the work to the point that I’d be using complex maths in computer games I’d program in the evenings, but I kept failing exams and I couldn’t understand why. I had plans to go to university post A-levels and become a computer programmer, but I failed almost every exam. For years I had much self-doubt and then in the late 90’s the word “dyslexia” appeared in a conversation, so I used this new internet tool to figure out what it was and if it was me. 

The moment of realisation was truly life-changing, it allowed everything to make sense. My struggle hadn’t been a sign of limited ability, it had been the sign of a brain that just worked differently. That reframe allowed me to find work arounds by using tools like word processors. I actually got into writing and found my confidence, which ultimately led to me going back into education in my late 30’s and gaining a first class degree in Software Engineering. 

What lessons from your early experiences with education have stayed with you throughout your career?  

The biggest lesson I learnt is that struggling doesn’t always mean you’re not capable, more often it’s just a sign of working against a system not designed with you in mind. I spent years thinking I wasn’t smart enough to do what I wanted, but by reframing my approach and point of view I was able to achieve my goal of becoming a software engineer. I now try to use this experience in my role as a manager through coaching and guidance of my engineers. So when I see one of my engineers hit a wall, my first instinct isn’t to question their ability, but rather to ask what can I unblock to help them grow. 

How has working at Access supported you as a neurodivergent leader?  

Access gives me the space to lead in a way that suits my brain, leaning into the big picture thinking and pattern recognition that dyslexia brings. The culture at Access doesn’t ask me to mask my dyslexia to fit into a mould and that matters enormously. 

What role do inclusive cultures and supportive managers play in helping people think and work differently?  

They’re everything. Not all people are neatly packaged in the format most organisations expect, they process things differently and communicate in unconventional ways. Supportive leadership understands that this is much more than just being kind, it’s unlocking performance. The engineers I manage are not all the same, so I use an approach of being curious around how each person thinks and works, rather than just assuming one approach fits all.  

What message would you share about creating an environment where neurodivergent talent can truly thrive?  

Start by listening rather than assuming you know someone’s needs, as neurodivergence isn't a single experience. What helps one person can be detrimental to the next. Beyond that, I'd say look at your processes before you look at your people as often the barrier isn't the individual. A rigid system only really works for one type of thinker. Whereas if you redesign for inclusion then it almost always results in something better for everyone.