Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
Compensation Escalation Cycle
What does this mean?
Revenue grows modestly, but top officer compensation grows consistently for 5 years, breaching danger zones. The executive is negotiating aggressive raises against a compliant board.
The Path Forward
The Steward
Re-establishes board supremacy over executive extraction. It freezes compensation and mandates that all future financial rewards be tied strictly to verifiable mission expansion.
The Steward
Institutional Health Scores
5-yr trend: Compensation Escalation Cycle ↑
Overall
48
Score
Governance
42
Score
Financial
50
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 44.1% | 48 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | 15.3% | 49 | Fragile | Gov Risk | |
| 2022 | — | — | 28.6% | 48 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 15.1% | 51 | Fragile | Stable Watch | |
| 2020 | — | — | 23.3% | 51 | Fragile | Gov Risk | |
| 2019 | — | — | 12.2% | 52 | Fragile | Stable Watch | |
| 2018 | — | — | 11.7% | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 11.5% | 52 | Fragile | Recovery | |
| 2016 | — | — | 11.7% | 48 | Fragile | Stable Watch | |
| 2015 | — | — | 11.1% | 48 | Fragile | Stable Watch | |
| 2014 | — | — | 10.9% | 48 | Fragile | Stable Watch | |
| 2013 | — | — | 11.7% | 48 | Fragile | Recovery | |
| 2012 | — | — | 21.3% | 41 | Fragile | Gov Risk | |
| 2011 | — | — | 14.3% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE S ANAGNOS | Executive Director | 20.3% of Rev | ||
| ANITA DIFANIS | Board Member | 7.3% of Rev | ||
| ANDREW FINCH | Board Member | 5.9% of Rev | ||
| ALISON D WADE | EXECUTIVE ASSISSTANT | 5.4% of Rev | ||
| STEPHANIE YAO | ADMINISTRATIVE ASSISSTANT | 5.3% of Rev | ||
| STEPHAN JOST | Board President | — | ||
| MARCELLE POLEDNIK | Board President | — | ||
| SCOTT STULEN | Vice President | — | ||
| LINDA HARRISON | Treasurer | — | ||
| ANDREW WALKER | Board Member | — | ||
| ANDRIA DERSTINE | Board Member | — | ||
| ANDY MAUS | Board Member | — | ||
| BETSY BRADLEY | Board Member | — | ||
| BILL GRISWOLD | Board Member | — | ||
| CAMERON KITCHIN | Board Member | — | ||
| ERIK NEIL | Board Member | — | ||
| JANNE SIREN | Board Member | — | ||
| JULIA MARCIARI-ALEXANDER | Board Member | — | ||
| JULIE DECKER | Board Member | — | ||
| KIM SAJET | Board Member | — | ||
| MIKI GARCIA | Board Member | — | ||
| MIN JUNG KIM | Board Member | — | ||
| NORA ABRAMS | Board Member | — | ||
| SASHA SUDA | Board Member | — | ||
| SIMONE WICHA | Board Member | — | ||
| TOM DENENBERG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE S ANAGNOS | Executive Director | 11.1% of Rev | ||
| ANITA DIFANIS | Board Member | 6.6% of Rev | ||
| ANDREW FINCH | Board Member | 5.3% of Rev | ||
| ALISON D WADE | EXECUTIVE ASSISSTANT | 4.6% of Rev | ||
| JULIA MARCIARI-ALEXANDER | Board President | — | ||
| AMADA CRUZ | Board President | — | ||
| STEPHAN JOST | Vice President | — | ||
| CAMERON KITCHIN | Board President | — | ||
| JULIAN ZUGAZAGOITIA | Board President | — | ||
| FRANKLIN SIRMANS | Board President | — | ||
| LINDA HARRISON | Treasurer | — | ||
| MARTHA TEDESCHI | Board Member | — | ||
| SCOTT STULEN | Board Member | — | ||
| MIKI GARCIA | Board Member | — | ||
| ERIK NEIL | Board Member | — | ||
| MARCELLE POLEDNIK | Board Member | — | ||
| KIM SAJET | Board Member | — | ||
| SASHA SUDA | Board Member | — | ||
| ANDRIA DERSTINE | Board Member | — | ||
| ANDREW WALKER | Board Member | — | ||
| SIMONE WICHA | Board Member | — | ||
| JANNE SIREN | Board Member | — | ||
| BETSY BRADLEY | Board Member | — | ||
| ANDY MAUS | Board Member | — | ||
| TOM DENENBERG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINE S ANAGNOS | Executive Director | 9.9% of Rev | ||
| ANITA DIFANIS | Board Member | 6.2% of Rev | ||
| ANDREW FINCH | Board Member | 5.0% of Rev | ||
| LIAL JONES | Board President | — | ||
| BRENT BENJAMIN | Board President | — | ||
| JULIAN ZUGAZAGOITIA | Board President | — | ||
| GLENN LOWRY | Board President | — | ||
| ROD BIGELOW | Treasurer | — | ||
| MADELEINE GRYNSZTEJN | Board Member | — | ||
| CHRISTOPH HEINRICH | Board Member | — | ||
| JOSH BASSECHES | Board Member | — | ||
| KATIE LUBER | Board Member | — | ||
| NEAL BENEZRA | Board Member | — | ||
| CHRISTINA OLSEN | Board Member | — | ||
| JILL DEUPI | Board Member | — | ||
| AMADA CRUZ | Board Member | — | ||
| MARK BESSIRE | Board Member | — | ||
| JULIA MARCIARI-ALEXANDER | Board Member | — | ||
| RAND SUFFOLK | Board Member | — | ||
| LINDA HARRISON | Board Member | — | ||
| STEPHAN JOST | Board Member | — | ||
| FRANKLIN SIRMANS | Board Member | — | ||
| SCOTT STULEN | Board Member | — | ||
| MARTHA TEDESCHI | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
5-year trend: Compensation Escalation Cycle
Revenue grows modestly, but top officer compensation grows consistently for 5 years, breaching danger zones. The executive is negotiating aggressive raises against a compliant board.
What's driving this score
- Comp-to-revenue ratio of 44.1% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 44.1% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.