Wealth management has long prized candidates who interview well, but Justin Nelson believes that habit costs the industry access to some of its most capable workers. Nelson, who serves as Managing Director at JP Morgan Private Bank, has spent recent years arguing that neurodiverse individuals deserve a different path into financial careers.
Nelson heads JP Morgan’s Asset Management and Financial Principals Coverage Team, overseeing a book of business worth more than $15 billion. Justin Nelson JP Morgan describes his interest in neurodiversity as both professional and personal, shaped by direct experience with the barriers autistic candidates face when seeking corporate jobs.
Where Standard Interviews Fall Short
Nelson points to the interview process itself as the first place employers lose good candidates. Conversational fluency, the kind that makes small talk feel effortless, is often difficult for neurodiverse applicants even when their technical ability is strong.
“For neurodiverse candidates, the biggest challenge is typically communication, their ability to interact with people,” Nelson explained, describing skills many workers take for granted.
Employers who redesign that early screening step, he says, open the door to candidates with sharp analytical and computational instincts well suited to financial analysis.
Building Structure Into the Workplace
Nelson’s second recommendation centers on day to day management. He advises breaking large projects into specific, clearly defined assignments so neurodiverse employees understand exactly how their work fits into a broader plan.
Outside his JP Morgan duties, Nelson supports Adelphi University’s Bridges Program and the nonprofit group Broad Futures, both aimed at connecting neurodiverse graduates with willing employers. Together, interview reform, structured task assignment, and outside partnerships form the backbone of a framework Nelson hopes more financial firms will adopt as competition for skilled talent intensifies across the sector.
Nelson also notes that the shift requires little in the way of budget or infrastructure. Most of the change, he says, comes from training hiring managers to recognize potential outside conventional interview cues and giving new hires the kind of clear, rule based guidance that lets their strengths show through. Refer to this article for additional information.
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