The Founder's Trap
The Founder's Trap
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Dispersal
Institutional Health Scores
5-yr trend: The Founder's Trap ↓
Overall
37
Score
Governance
58
Score
Financial
5
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
Financial Era
Governance Era
Trajectory Era
Founders Trap
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.1% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 1.8% | 51 | Fragile | Recovery | |
| 2021 | — | — | 3.8% | 45 | Fragile | Recovery | |
| 2020 | — | — | 2.6% | 43 | Fragile | Stable Watch | |
| 2019 | — | — | 3.9% | 43 | Fragile | Recovery | |
| 2018 | — | — | 2.3% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 5.4% | 44 | Fragile | Stable Watch | |
| 2016 | — | — | 5.3% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 3.9% | 45 | Fragile | Recovery | |
| 2014 | — | — | 6.0% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 8.4% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 97.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 9.2% | 44 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEITH DAVENPORT | Executive Director | 2.1% of Rev | ||
| RICH TAYLOR | Board President | — | ||
| DAVID BALTREE | Board President | — | ||
| DAVID ROMANO | Secretary | — | ||
| STEVE MARTIN | Board Member | — | ||
| KEITH SMITH | Board President | — | ||
| LAUREN CARDONA | Board Member | — | ||
| DIANA CHAMBER-RINALDI | Board Member | — | ||
| JO-EL GONZALEZ | Board Member | — | ||
| MATTHEW JASSAK | Board Member | — | ||
| BARBARA ROPER | Board Member | — | ||
| GREG MASON | Board Member | — | ||
| DR JEFFREY REDDING | Board Member | — | ||
| WAYNE WEINBURG | Board Member | — | ||
| BECKY ROPER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELISA SPENCER-KAPLAN | Board Member | 4.1% of Rev | ||
| ALLIE BRASWELL | Board Member | — | ||
| FELICHIA CHIVAUGHN | Board Member | — | ||
| WENDY GIVOGLU | Board Member | — | ||
| ANDREW HARDY | Board Member | — | ||
| BILL HAYDEN | Board Member | — | ||
| LARRY HENRICHS | Board Member | — | ||
| MATTHEW E JASSAK | Board Member | — | ||
| MEKA KING | Board Member | — | ||
| JAMES MALLONEE | Board Member | — | ||
| GREG MASON | Board Member | — | ||
| CHRISTINA MCGUIRK | Board Member | — | ||
| DR JEFFERY REDDING | Board Member | — | ||
| DAVID J ROMANO | Board Member | — | ||
| KEITH SMITH | Board Member | — | ||
| WAYNE WEINBERG | Board Member | — | ||
| TODD WHEELER | Board Member | — | ||
| REBECCA ROPER | Board Member | — | ||
| TOM CARTO | Board Member | — | ||
| RAY FOURNIER | Board President | — | ||
| WESLEY MILLER | Board President | — | ||
| KEITH DAVENPORT | Treasurer | — | ||
| SUSAN HAUGEN | Secretary | — | ||
| JOANN ANKOVIAK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAOYA TSURUMAKI | Executive Director | 1.9% of Rev | ||
| ELISA SPENCER-KAPLAN | Board Member | 1.5% of Rev | ||
| RAY FOURNIER | Board President | — | ||
| WESLEY MILLER | Board President | — | ||
| KEITH DAVENPORT | Treasurer | — | ||
| SUSAN HAUGEN | Secretary | — | ||
| JOANN ANKOVIAK | Board Member | — | ||
| ALLIE BRASWELL | Board Member | — | ||
| FELICHIA CHIVAUGHN | Board Member | — | ||
| WENDY GIVOGLU | Board Member | — | ||
| ANDREW HARDY | Board Member | — | ||
| BILL HAYDEN | Board Member | — | ||
| LARRY HENRICHS | Board Member | — | ||
| MATTHEW E JASSAK | Board Member | — | ||
| MEKA KING | Board Member | — | ||
| JAMES MALLONEE | Board Member | — | ||
| GREG MASON | Board Member | — | ||
| CHRISTINA MCGUIRK | Board Member | — | ||
| DR JEFFERY REDDING | Board Member | — | ||
| DAVID J ROMANO | Board Member | — | ||
| KEITH SMITH | Board Member | — | ||
| WAYNE WEINBERG | Board Member | — | ||
| TODD WHEELER | Board Member | — | ||
| REBECCA ROPER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NAOYA TSURUMAKI | Executive Director | 5.2% of Rev | ||
| RAY FOURNIER | Board President | — | ||
| PAUL M OPPEDISANO | Board President | — | ||
| WES CATLETT-MILLER | Board President | — | ||
| JULIETTE P KLEFFEL | Treasurer | — | ||
| SUSAN HAUGEN | Secretary | — | ||
| KEITH SMITH | Board Member | — | ||
| BECKY ROPER | Board Member | — | ||
| MATT E JASSAK | Board Member | — | ||
| KEITH DAVENPORT | Board Member | — | ||
| WENDY GIVOGLU | Board Member | — | ||
| ANDREW HARDY | Board Member | — | ||
| BILL HAYDEN | Board Member | — | ||
| CHRISTINA MCGUIRK | Board Member | — | ||
| JIM MALLONEE | Board Member | — | ||
| JO ANN ANKOVIAK | Board Member | — | ||
| DAVID ROMANO PHD | Board Member | — | ||
| ALLIE BRASWELL | Board Member | — | ||
| WAYNE WEINBERG | Board Member | — | ||
| TODD WHEELER | 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
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 2.1% 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.