In a world where leadership is often measured by titles and spotlight, Judy Niedbala and David Reiss built legacies measured by quality services and lives made better.

Two giants of Rhode Island’s disability service network recently retired — Judy as CEO of Perspectives Corporation and David as CEO of The Fogarty Center.

As they begin a new chapter in their lives, they both sat down with CPNRI for exclusive interviews to reflect and provide advice for the future.

An Unexpected Career

For both Judy and David, their careers began with little fanfare.

“I needed a job,” Judy laughed. “I had worked at the summer camp, and I knew I could do this kind of work.” David echoed the sentiment. Both started their careers with a job at The Ladd School, an institution for people with developmental disabilities that closed in 1993.

They both remember their first weeks vividly—difficult, eye-opening and humbling. “I cried every day,” Judy said. But both came back.

“I was so energized by having an immediate impact on people,” David said. He recalled he made $7,800 in his first year of work.

At the time, neither imagined that they would become leaders in one of the most vital human service sectors in the state. And yet, decades later, their impact is undeniable.

What started as a paycheck quickly transformed into purpose.

Building a Legacy

Judy’s legacy is rooted in leadership built from the inside out. “I never cared about titles,” she said. “I cared about the work and the impact.” Her focus wasn’t just on the people her agency supported, it was also on Direct Support Professionals (DSPs). “If you don’t value your staff, what are you really saying about the people you support?” she asked.

“I knew to value people, and that was something that I grew up with as a person,” Judy continued. “I learned from the people who I worked with and supervised. I learned to give people the tools and let them do their job and always have their back.” From Perspectives to CPNRI meetings, Judy led by listening and responding with intention. 

David, too, spoke about leadership not as authority, but as trust. “I’m not the smartest in the room, and I’ve never tried to be,” he said. “But I’ve got a good eye for talent. If I’ve done anything well, it’s that.” From launching self-directed services in Rhode Island to building multimillion-dollar organizations, David has led through empathy.

He recalled staff meetings that turned into heart-to-hearts, late-night calls to solve problems and a belief that the best idea in the room could come from anyone.

A Changing Landscape

Over their combined 80 plus years of experience, Judy and David witnessed—and helped shape—a transformation in disability services. From The Ladd School, to group homes, to community-based support, to person-driven supports and many steps in between.

Judy remembers when “advocacy” wasn’t even a word people used. “People got visits from their family once a month, and they wore special clothes just for that day,” she said. “Now, everything is about the person. Their voice matters. We have grown so much.”

David, too, has seen the system evolve. “When we were closing institutions, there was so much energy. We had a voice at the State House. There was a real partnership with the state.” Today, both expressed concern about losing that collaborative spirit through funding concerns and regulations. 

Even amid uncertainty, Judy believes it’s essential to stay grounded and focus on what matters. “My philosophy is I never got caught up in what was the drama of what was happening. It was like, ‘We have to be responsible for ourselves as an agency. We have to figure out our own problems,’” Judy added with passion. “So I’d say, ‘Don’t whine about what’s going on. Do something that is going to make an impact.’ So am I worried about conflict free case management? No. I’m focusing on what we are doing here as an agency.”

As they prepare for their next chapter, they offer advice for the next generation.

For Those Just Starting

“This is the kind of work where, if you don’t love it, it will eat you alive,” David said. “But if you do—If you really care— It’s the best job in the world.”

“If you’re going into leadership,” Judy added, “be the best Direct Support Professional you can be. If you don’t value that work, you won’t be an effective leader.”

They both stressed the importance of valuing staff, fostering creativity and staying solution-focused in a field that can feel like an uphill battle. And perhaps most importantly, they encouraged those still in the trenches to take care of themselves. “You can’t let it consume your life,” Judy said, candidly admitting that balance wasn’t always her strength. “But I made sure others didn’t make the same mistake.”

David emphasized to be authentic and work hard. “I am who I am, I’ve never tried to be anyone else. I love working with staff. We are all a team and have our different roles.”

Their advice is grounded in experience, shaped by humility and offered to those continuing the work they’ve devoted their lives to.

A Farewell—and a Beginning

Today, Judy walks the beaches with her grandchildren. David jokes about driving courtesy cars for Subaru, but tears up when talking about the staff he loves like family. 

Their legacies will continue on in the policies they shaped, the people they mentored and the culture they helped build. 

They began in this field simply looking for work.

They leave having created something extraordinary.

And in doing so, they’ve reminded all of us why this work matters—and why it always will. 💚

This article was written by Nick Friend and edited by Sophia McKean.

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