Leadership
Meet the people responsible for the Institute’s direction, governance, and development.
Gareth Slinn
Sambhavi Chandrashekar
About COGAI
The Institute brings together leadership, trusted advisors, recognised contributors, and writers with different expertise, experience, and perspectives.


More than its founder
When COGAI was founded, it began with one person’s experience, work, and determination. It has since grown beyond its founder and is now shaped by many people and perspectives.
Its leadership carries responsibility for direction and governance. Voluntary advisors bring professional expertise and lived experience. Honorary membership recognises people whose work has made a meaningful contribution to accessibility and related fields.
COGAI writers add further knowledge, experience, and independent perspectives. Together, these people connect the Institute to a much wider community working to advance cognitive accessibility.
COGAI continues to grow, and more people are getting involved by sharing knowledge, advising its work, contributing their experience, and building cognitive accessibility capability in practice.
Our people
Each group has a different relationship with the Institute: leading it, advising its work, contributing knowledge, or receiving recognition for wider work in the field.
Meet the people responsible for the Institute’s direction, governance, and development.
Gareth Slinn
Sambhavi ChandrashekarMeet the voluntary advisors whose professional expertise and lived experience inform COGAI’s work.
Adam Blodgett
Eszter Daniss-Bodo
Eric Hind
Lisa MatthewsDiscover the people recognised for meaningful contributions to cognitive accessibility and accessible practice.
Frances West
Joe DevonMeet the writers sharing practical knowledge, professional perspectives, and lived experience in COGAI articles.
Meet our writersHow we work
Four ideas connect COGAI’s learning, services, research, publishing, and community.
Cognitive accessibility must reflect how people experience barriers in real systems, services, and workplaces.
Knowledge becomes useful when people can apply it consistently through design, delivery, leadership, and governance.
Research, standards, feedback, and continuing learning help the Institute refine and strengthen its work.
Lasting progress depends on capable people and organisations, not on individuals having to overcome barriers alone.
Explore COGAI
Explore professional learning, practical services, and the Institute’s open knowledge and research resources.