Jean Co is the Global Business Solutions D&I Lead and the capABILITY Network Global Co-Lead at MSD, a global research-intensive biopharmaceutical  company. Through their transformative experience in the Generation Valuable mentoring programme, Jean has not only reshaped their own leadership approach but is actively forging a path towards a more inclusive and empathetic corporate culture.

Jean’s mentor was David Peacock, President of MSD in Asia Pacific (AP). He  tells us, “Jean Co and I first met through MSD’s partnership with the Valuable 500. I had the privilege of becoming her mentor, and over the past two years, I have learnt so much from Jean about what it means to create a safe environment for our colleagues with disabilities, to empower them to bring their whole selves to work every day, to make them feel seen, and to enable them to succeed. I’m incredibly proud to be a sponsor of our company’s efforts to become a more disability-inclusive company, across Asia Pacific and beyond.”

Can you tell me a bit about yourself and how you came to be involved in Generation Valuable?

My name is Jean Co, and I live in Prague with my partner and our five rescue cats. I am a non-binary, neurodivergent Filipino Chinese person – I guess you can say I won the diversity jackpot! In 2022, I was asked by our HR Lead if I wanted to be part of the Valuable 500’s Generation Valuable mentoring programme. I was told I would be matched to our MSD Asia Pacific President David Peacock. Of course, I said yes. The rest, as they say, is history.

What does ‘bringing your true self to work’ mean to you, and how has this concept evolved through your participation in Generation Valuable?

When I was in our US headquarters last year, a female colleague confided in me that she was having problems with her balance due to a neurological issue. She was wearing sneakers but was keeping what she called her ‘girly’ shoes in her bag. She was concerned that people might think sneakers were inappropriate for work. I was really taken aback by this, and I urged her, “Wear your sneakers! We need to make comfortable normal – we need to make comfortable okay.”

In work settings, so many people feel compelled to hide who they are. There’s a common misconception that discomfort is acceptable for the sake of appearing ‘normal.’ This scenario is a great metaphor for masking and covering disabilities – it represents the choice between comfort and conformity.  So, wearing your sneakers (whether literally or metaphorically), that is bringing your true self to work for me. It’s about making the choice to prioritise your well-being over expectations, especially in the context of hidden disabilities.

Generation Valuable hasn’t so much changed my concept of authenticity at work as it has given me a space to transform my personal principles into tangible actions. As a neurodivergent person, I tend to hyper-focus on something at work when I’m very excited about it. More than once during the programme I completely lost track of time. David would ping me on Teams and ask, “Are you coming to our meeting?” And there was never any judgment, no reprimands, only understanding and kindness. He listened empathetically when I explained my struggles and most importantly, he shared his own struggles. Our conversations have given me the confidence to go from apologetically saying, “Sorry, this is me,” to proudly declaring, “This is me.” It’s truly liberating.

How has your involvement with the capABILITY Network and the Generation Valuable program transformed your perspective on leadership?

When you’re working with other people who are going through the same challenges, you see things in a different light. The capABILITY Network at MSD functions like my university and my therapy all in one. I’ve learned that advocating for others makes it easier to advocate for myself. After all, if others are worth it, I am too, right? I can almost hover above myself and see all the things our group was able to accomplish in such a short time and equate those successes with my neurodivergence.

The mindset shift prompted by both the capABILITY network and Gen V has helped me to see my condition not as a disability, but as a gift. Embracing my disability in this way has been transformative, both personally and professionally. It’s helped me stop constantly questioning and second-guessing myself. The special thing is that I’m able to bring all this awareness with me beyond the workplace. I take my disability education and awareness with me to my family, friends and other communities, and this is something that I am so grateful for.

How has your relationship with your mentor influenced your confidence in expressing your authentic self?

My experience with the Generation Valuable program, especially my interactions with David Peacock, has transformed my perspective as a leader. I always think, “If I am good enough for David, I am good enough. Period.” David’s greatest gift to me was to help me build my confidence. Previously, I powered through because my mission was bigger than my fear. Now I power through because I know I’m capable.

Today, in meetings, even when my emotions are high, I can easily reveal when I’m struggling to express myself or when my thoughts are too jumbled to order and explain. The shame I once felt has gone. I’ve learned to separate the symptoms of my neurodivergence from my identity, which has been incredibly liberating.

Instead of masking and constantly questioning myself, I can now focus on impacting and leading. My leadership journey has become about helping others find their voice while I work on finding my own. It’s a beautiful parallel process. I’m getting there, step by step, and it becomes easier as I become less afraid of being seen myself.

Through this journey, I’ve realised that authenticity isn’t just about self-expression – it’s about creating an environment where others feel empowered to be themselves, too. That’s the kind of leader I strive to be, and my relationship with my mentor has been instrumental in helping me move towards that goal.

Based on your experience, how can companies ensure that disabled individuals, particularly those who are neurodivergent, feel empowered to bring their true selves to work?

First, we need to start with the research. Studies show that 53% of Gen Z identify as neurodivergent. By 2030, 60% of our workforce will be made up of Gen Z and millennials. Yet, 72% of neurodivergent individuals do not disclose this at work. We should also not forget people like me, for whom the word ‘neurodivergent’ didn’t exist when we were kids. I’m a late-diagnosed neurodivergent; I only got my diagnosis a few years ago. Given these statistics, it’s clear that companies need to act.

Training managers serves as a crucial step. They need comprehensive training to set the right tone within their teams and the organisation. Leadership accountability is equally important. People don’t just listen to what leaders say; they watch what leaders do. Leaders who only talk, but don’t act shouldn’t fool themselves – their people see through that.

Sometimes, even well-intentioned actions can miss the mark. I once had a difficult meeting with a leader who said many things from a place of empathy, but they came out very wrong for me. After reflecting for two days, I approached HR. I acknowledged that my leader was coming from a place of empathy, but also still lacked understanding. I didn’t go to create problems; I went to prevent them from happening to others. I requested training for managers so they could do better.

Following that incident, my colleagues and I designed and created several training sessions focusing on building disability confidence for our people managers. We must be the change we want to see in the world. It’s inspiring to work in a place that enables these kinds of initiatives and listens to the people affected by these issues. When companies take these steps, they’re not just supporting their disabled and neurodivergent employees – they’re unlocking the full potential of their entire workforce.
To my fellow neurodivergent individuals, I would say: if you see something, say something – if you’re in a position to do so and feel safe. This kind of feedback is crucial for driving change.

As a leader who’s gone through the Generation Valuable program, how do you think that leaders can advocate for and drive disability inclusion in their organisations?

Leaders must start by educating themselves and creating a safe space for everyone. They need to understand that they can’t do this without showing their own vulnerability. David participated in an authenticity series where he shared his own connections with disability–it was such a powerful moment. Over the past two years, many other leaders have done that as well, sharing their own disability connections. This openness has become part of our culture, and it makes employees feel they have a safe place, too.

As leaders, our role is to be a mirror for others, helping them to feel seen – because, ultimately, don’t we all want to be seen? Today’s workforce doesn’t just want capable leaders; they want empathetic, authentic and relatable ones. If they have caregiving roles, are neurodivergent or have connections to disability, they should openly discuss it. This helps to normalise and destigmatise disability. After all, disability is only part of the human experience, right? I read somewhere that disability is not a business issue, it’s not a political issue – it’s a human issue.

October is National Disability Employment Awareness Month. How can companies leverage this focus from a single month to create lasting change in their approach to disability inclusion and accessibility?

These awareness months can be incredibly powerful, but they really need to focus on the big stuff that fosters systemic change. As I said earlier, education is key. Awareness discussions on mental wellbeing, disability and neurodivergence must be normal and part of the culture. Sometimes companies don’t want to act unless things are perfect. But the standard doesn’t have to be that strict. Companies must constantly examine systems and processes and prioritise progress over perfection.

A lot of offices, buildings and even technologies are not built for people with disabilities. We need to ask ourselves: How can we make them accessible? Can we look at accommodations as a productivity issue and not as a medical issue? Can we recognise that people have different needs? There’s no one-size-fits-all solution, so we need to make adjustments where needed.

We have a saying in our community: “Nothing about us without us.” Most importantly, as we design solutions for the disabled community, are we including them? Because oftentimes we forget them. If we truly want to give them what they need, are we asking them honestly, “What do you need to help you thrive at work?” Because it really is as simple as that.

Our EBRG is moving from awareness to impact with initiatives like #WeAreYou and #Rock2024. We’re collaborating across departments to ensure disability inclusion is everywhere. True inclusion is an ongoing commitment to creating a workplace where everyone can thrive, regardless of their abilities. It’s about making real changes, not just ticking boxes or posting on social media. This approach unlocks the full potential of the entire workforce. That’s the kind of lasting change we should all be aiming for.

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