Why I built Humanology.
How I got here
I have ADHD. I have known for years, and for most of those years I treated it as a private accounting problem: some days the work costs more than it should, and you make up the difference however you can.
Then my son was evaluated. Through it I said nothing about my own diagnosis. Not to the educators, not to his doctors, and not to him. I did not want my history steering anyone's read of him, and I wanted to see what people concluded on their own.
What I watched, from that vantage point, was a group of skilled professionals studying how a specific mind works and then changing the environment around it. Nobody tried to fix him. They changed the conditions, and the same kid performed differently. I had watched capable adults struggle with tools that did not fit them.
The environment around most workplace tools is built for nobody in particular. Fitting the tool to the person is the work.
Where I came from
Scott built and sold a cybersecurity and IT company (acquired in 2024) and has appeared on ABC News and Good Morning America.
The pattern I kept seeing was the same: capable people stuck with systems nobody designed around how they actually work.
The answer has a name
Physical ergonomics is uncontroversial. No serious company hands someone a folding chair and then calls the poor output a motivation issue. We fit the chair to the person.
Then AI arrived, and companies bought licenses, ran one training session, and waited. Most are still waiting. The people using those tools are carrying the cost of software that was never fitted to the work.
The field that studies this is called cognitive ergonomics: what a mind can hold, what it costs to switch tasks, and what happens when a tool demands more attention than the work itself. Every Humanology engagement is built on it. The Blueprint measures load and friction rather than counting licenses. Adoption is a design outcome.
Scott Spiro · Founder, Humanology · Nashville, TN