Paul Walsh headshot

"You have one mouth and two ears, so you need to listen twice as much as you talk"

Paul's Journey

Published:
Leadership

Paul Walsh is the Chief Executive Officer at the Autism Society of Newfoundland & Labrador. He is responsible for the overall direction of the organization and oversight of its daily operations. Previously, Paul spent over 35 years in private sector roles in banking and utility. During that time, he was also a course instructor at the Faculty of Business Administration, Memorial University. He holds a Bachelor of Commerce, Master of Business Administration, and a Master’s Certificate in Project Management. 

Over the years, Paul has done various community and volunteer work on boards, committees, and councils. These include the St. John’s Transportation Commission, the Coalition of Persons with Disabilities-Newfoundland and Labrador, and the Newfoundland and Labrador Provincial Advisory Council for the Inclusion of Persons with Disabilities.

Paul’s journey to inclusion is both inspiring and deeply human. Born with cerebral palsy, Paul has never allowed his disability to define his potential. From a career in finance and utilities to leading the Autism Society of Newfoundland and Labrador, he has consistently channelled his lived experience into meaningful leadership. His story is marked by resilience, empathy, and a commitment to listening—traits that have guided his advocacy for inclusive design, flexible workplaces, and disability-forward hiring practices. While Paul acknowledges the ongoing systemic resistance to inclusion and the frustrations of slow-moving progress, he continues to lead with clarity and compassion. Through mentorship, cross-disability collaboration, and community partnerships, Paul demonstrates how personal insight, when paired with strategic action, can create lasting change and empower others to do the same.

Key Takeaways

  • Leaders need to trust in collaboration and the voices of lived experience. Inclusive leadership means listening to and being challenged by those with direct experience of disability, where collective decision-making and lived experience among staff is important.
  • Inclusive design means “not having to ask”; it anticipates diverse needs without requiring individuals to request accommodations. Accessibility should be embedded in organizational strategy, physical spaces, and service delivery from the outset.
  • Mentorship and flexibility are central to inclusion. Mentorship is a reciprocal process and there is great value in the wisdom shared across generations. Flexible work arrangements tailored to individual needs, such as variable schedules and remote work, can support employees with disabilities and caregivers.
  • Community partnerships drive systemic change. Collaborations between community organizations and industry, such as Autism Society NL’s work with the St. John’s International Airport Authority, can lead to successes in inclusion. Community organizations play a vital role in modeling inclusive employment and influencing broader societal change
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