The founder is not the problem
The founder's involvement made the business possible. The work is not about removing the founder or treating them as a bottleneck.
Meet the Mind Behind Orbsi
I did not begin my career intending to build a company redesign firm. I began as a therapist.
As a Licensed Marriage and Family Therapist, my work was centered on understanding people: how they think, how they respond under pressure, how patterns form, and what makes change difficult even when someone knows something needs to change.
Over time, I moved into leadership and operations.
I spent 14 years working inside complex behavioral-health programs, eventually leading multiple programs and taking responsibility for more than one hundred employees, leadership development, performance systems, compliance, budgets, and more than $21 million in public-sector contracts.
The work required more than managing day-to-day operations. I had to understand how every part of the company affected the others.
- How unclear expectations created performance problems.
- How decisions slowed down when authority was never clearly transferred.
- How managers struggled when they were given responsibility without enough context, development, or support.
- How standards became inconsistent when they lived inside the minds of a few experienced people.
- And how easily responsibility continued collecting around the person most capable of carrying it.
That experience taught me that many problems that appear to be about people are also problems with how the company is built.
And many problems that appear operational are also shaped by leadership, communication, judgment, confidence, and behavior.
For a long time, I did not know what category this work belonged in.
It was not traditional consulting. I was not simply giving founders advice and handing them a list of recommendations.
It was not fractional operations. I was not stepping in to become the person holding the company together.
And it was not leadership development on its own, because developing stronger leaders without changing the company around them would only solve part of the problem.
The work was bigger than any one of those things.
I was helping founders look at the company they had built, understand what the business now required, and intentionally change the structure, leadership, roles, systems, processes, and performance practices needed to support it.
I realized the work was company redesign.
Orbsi was created to work at the intersection of company redesign, leadership development, founder evolution, and human behavior—because companies do not change through structure alone, and people cannot solve problems created by the way the company is built.
One client once joked that Danielle was their "personal Wendy from Billions."
While it always makes her laugh, the comparison captures something real. Leaders often need one place where they can stop performing, speak honestly about what's happening, understand their own reactions, and work through the human side of carrying significant responsibility.