Understanding Neurodivergence in Logistics

A recent study found that 58% of logistics and supply chain professionals identify as neurodivergent. 

That’s more than double what other industries typically see, which raises an interesting question: why here? To explore that, the Unboxing Logistics podcast featured two people with firsthand experience navigating neurodivergence in the logistics industry.

Dylan Telford, an omnichannel consultant, and Jarlath Phelan, a logistics and data specialist, joined host Lori Boyer for a conversation about how neurodivergence shows up in their day-to-day work—and why it matters.

Why neurodivergence shows up so often in logistics

Logistics problems rarely look the same twice. Moving inventory across networks, diagnosing carrier anomalies, figuring out why a pick path keeps breaking—these puzzles pull in people who enjoy pattern recognition and creative troubleshooting. 

Neurodivergent professionals often excel in these areas, which makes the industry a natural fit.

Still, the 58% statistic landed strangely for Jarlath at first. But once he thought about it more, he realized, “It makes a lot of sense.” He’s worked across retail, ecommerce, and data-heavy roles, and he’s noticed that neurodivergent colleagues tend to take on the thorniest problems.

Dylan approached the statistic from a different angle: masking. Masking is the effort neurodivergent people put into appearing neurotypical. “It’s putting energy into hiding some of the things that make you who you are,” he explained. Studies estimate anywhere from about half to nearly all neurodivergent employees mask at work. The range is huge, which tells us something important: even counting how many people are neurodivergent is tricky when so many feel pressure to hide it.

Taken together, Dylan and Jarlath’s perspectives suggest two things. 

First, logistics tends to attract people who like complex systems. And second, the real number of neurodivergent professionals may be higher than anyone realizes.

What neurodivergence looks like in everyday logistics work

Neurodivergence can provide an advantage in problem-solving, but it also makes communication, daily routines, and expectations look a little different. 

As Dylan, Jarlath, and Lori emphasize, these differences aren’t shortcomings. But without awareness, they can cause unnecessary stress for everyone involved.

Hyperfocus is both a gift and a drain

Hyperfocus came up quickly in the conversation. While it can help someone solve a difficult warehouse problem or finish a technical project in record time, it often comes at a cost.

“You start on a problem, you have to finish it, you can’t leave it open,” Dylan said. 

He explained that even after stepping away from work physically, his brain keeps circling the unfinished task. That intensity can be a major asset in logistics, where sustained attention often matters, but it also drains energy faster than most people realize.

Jarlath described the flip side: when the brain latches onto something negative, the rumination can be just as strong as hyperfocus on a task. “The mind … will go and go and go,” he said.

Different communication styles

Communication differences are common and sometimes misunderstood. Dylan spent years trying to fix feedback that he talked too much. “My compulsion is to give you as much context as possible so that you understand everything that I’m giving to you,” he said. After his diagnosis, he started telling colleagues to interrupt him when they had enough information.

For Jarlath, the issue was often time. He joked that he genuinely can’t tell the difference between talking for two minutes or for an hour. Timers work better for him than internal clocks.

Emotional processing works differently too

Praise and recognition feel great for some people and overwhelming for others. 

Dylan described compliments as something he can’t interpret in real time. “It is like somebody is coming up to you with urgency in a language you’ve never heard of,” he said. Short, factual feedback works better for him, whereas long, emotional explanations become stressful.

Jarlath echoed the sentiment, sharing that awards ceremonies make him anxious, not excited. That doesn’t mean he doesn’t appreciate recognition; he just experiences it differently.

Strategies that help neurodivergent professionals thrive

One theme from both experts: experimentation matters. What works for someone today might not work five years from now, and different neurodivergent profiles benefit from different tools.

Here are a few practical strategies they mentioned:

• Using alarms or buzzing timers to stay aware of time
• Setting clear boundaries like “interrupt me when you have enough information”
• Exercising intensely to reset mental focus
• Practicing meditation to stay grounded
• Openly telling colleagues what helps and what doesn’t
• Adjusting communication expectations instead of fighting them

For many people, the starting point is simply acknowledging what’s true for them. As Jarlath put it, “The big barrier is self-acceptance.”

How leaders can build truly inclusive logistics teams

With such a large share of the workforce likely to be neurodivergent, leaders have a huge opportunity to create healthier, more productive environments. 

If that sounds overwhelming, remember, you don’t need to make radical changes. Small shifts (like the following suggestions) go a long way.

Prioritize psychological safety

This idea came up again and again. Psychological safety means people feel comfortable being themselves without fear of judgment or consequences. 

“If someone comes and says, I need this, they shouldn’t have to go to the doctor and produce a note,” Jarlath said. 

Avoid treating neurodivergent employees as a separate category

Dylan encouraged leaders to think about inclusion in the broadest sense. Quiet workspaces, flexible communication norms, and headphones at desks shouldn’t be seen as “accommodations” for certain people. They help a lot of employees, neurotypical or neurodivergent. 

The bottom line? Once leaders stop drawing lines around who gets what, the whole team benefits.

Look at the individual, not the job title

Two people with the same role can have completely different strengths. Comparing them or expecting identical work styles usually backfires. Jarlath put it simply: “I might have the same job title, but I’m a different person.”

Creating workplaces where everyone feels like they belong

Logistics depends on quick thinkers, pattern spotters, and people who are good at tackling problems without easy answers. That’s exactly why neurodivergence is so common in this field—and why leaders should understand it rather than overlook it.

When people don’t feel pressure to mask, they’re able to contribute more fully and feel less drained at the end of the day. That’s good for individuals, and it’s good for business. 

If you’d like to go deeper into this conversation, you can listen to the full episode here.