The Founder's Trap
What does this mean?
10-year flat revenue, below-market executive comp, and a small board. The organization survives purely on the sweat equity of a founder, making it utterly un-transferable.
The Path Forward
The Dispersal
Forces succession planning and structural maturity. It requires raising capacity-building funds to decouple the organization's survival from the founder's personal sacrifice.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 2.2% | 40 | Fragile | Decline Risk | |
| 2023 | — | — | — | 37 | Fragile | Decline Risk | |
| 2022 | — | — | — | 46 | Fragile | Decline Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Fragile | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Fragile | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHEILA MCLAUGHLIN | Secretary | 2.2% of Rev | ||
| WILLIAM PALMER | CHAIRMAN | — | ||
| STACY GROSSMAN | CHIEF FINANCIAL OFFICER | — | ||
| KAREN HAUSER | Board Member | — | ||
| EMILY ERSTLING | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM PALMER | CHAIRMAN | — | ||
| KENNETH DAVID BURROWS | Treasurer | — | ||
| STACY GROSSMAN | CHIEF FINANCIAL OFFICER | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM PALMER | CHAIRMAN | — | ||
| MICHAEL HOFFMAN | V. CHAIRMAN | — | ||
| KENNETH DAVID BURROWS | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM PALMER | CHAIRMAN | — | ||
| MICHAEL HOFFMAN | V. CHAIRMAN | — | ||
| KENNETH DAVID BURROWS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 16 points above the peer median (45 vs. 29).
5-year trend: The Founder's Trap
10-year flat revenue, below-market executive comp, and a small board. The organization survives purely on the sweat equity of a founder, making it utterly un-transferable.
What's driving this score
- Comp-to-revenue ratio of 2.2% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.