The opportunity hiding in your existing customers
An estimated 15-20% of the population is neurodivergent. That represents a significant share of almost any customer base, yet sensory and cognitive experience is still largely absent from the way businesses segment and understand their customers.
Those customers may already be choosing you.
They may repeatedly buy only your shirts because the fabric doesn't create sensory irritation. Prefer one hotel because the arrival experience is predictable and sequential. Choose a particular product because of its weight, pressure, texture, packaging, or ease of use. Shop one location because the environmental sounds are the most tolerable.
The individual customer may know why.
The business often doesn't.
And that is the opportunity Jessica exposes.
She identifies the sensory and cognitive factors already influencing customer behavior, connects them to the customers responding to them, and translates that insight into something the business can act on.
One customer discovering by chance that your product works exceptionally well for them is one customer.
Knowing why it works, and recognizing that the same qualities may matter to an entire customer segment, changes the scale of the opportunity.
Jessica turns that knowledge into decisions: how the product is positioned, which benefits are communicated, what language is used, how teams connect and sell, how the sensory environment can improve, what gets developed next, and how the business attracts and retains more of the people already predisposed to value what you offer.
The market may be larger than your previous efforts suggest.
Many organizations have already experimented with neuro-inclusive strategies: reduced-sensory environments, designated shopping periods, accessibility initiates, or isolated changes to the customer experience.
The results often make the opportunity appear much smaller than it actually is.
Reducing one source of friction does not account for the experience as a whole. Sensory and cognitive response is shaped by multiple interacting conditions. Changing one of them may improve an experience without meaningfully changing the total amount of friction a customer is navigating or having to absorb.
When an isolated intervention produces limited results, an organization may reasonably conclude that the intervention, or even the audience itself, has limited value.
But what was tested wasn't the size of the market. It was the effectiveness of one intervention.
Jessica's methodology examines friction as a system. She audits the experience as a whole to identify where friction is accumulating, where it is affecting customer behavior, and where the business may already be creating preference without recognizing why.
That analysis turns sensosry and cognitive experience into something a business can actually use: a way to capture opportunities across product, experience, selling, and growth.
Our Services
Customer Identification & Market Opportunity
Find where your existing business already intersects with this customer - and make that opportunity intentional.
Identify the products, qualities, and experiences you already have that may be particularly valuable to neurodivergent and sensory-aware customers, then determines how to position that value specifically for them. This isn't about adding neurodivergent language to existing marketing. It's understanding what this customer values, why your offering works for them, and how to speak directly to that.
Sensory-Informed Product Strategy
Know what matters before you change what already works.
Whether you're developing specifically for this market or examining an existing product with unexpected potential, Jessica evaluates the sensory decisions that can materially change the experience—from fabric and texture to weight, pressure, sound, packaging, temperature, construction, and use. The goal is precision: know which details are creating value, which could undermine it, and what is worth protecting or changing.
Client Experience, Product Knowledge & Selling
Change what your teams know—and therefore what your customers experience.
Translate sensory and cognitive understanding into product education, client discovery, communication, selling sequence, and decision-making support. That can mean changing how an associate describes a product, the questions they ask, the order in which information is introduced, or how choices are presented to reduce unnecessary cognitive load. This is operational knowledge embedded in how people serve and sell—not a neurodiversity module completed during onboarding.
Environmental Experience
Account for the whole environment, not one sensory intervention.
An audit of the complete experience across retail, hospitality, travel, and other customer environments: sound, lighting, physical space, communication, sequencing, transitions, decision load, social interaction, and the relationship between them. Her methodology measures how friction accumulates across the experience—revealing what is making it easier or harder for a customer to enter, stay, engage, purchase, and return.