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 | — | — | Unknown | — | |
| 2023 | — | — | 2.2% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.2% | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 39 | Fragile | Decline Risk | |
| 2020 | — | — | — | 64 | Stable | Stable Watch | |
| 2019 | — | — | 18.7% | 45 | Fragile | Recovery | |
| 2018 | — | — | 16.7% | 41 | Fragile | Recovery | |
| 2016 | — | — | 21.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 14.5% | 41 | Fragile | Gov Risk | |
| 2014 | — | — | 16.9% | 43 | Fragile | Recovery | |
| 2012 | — | — | 10.1% | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATTI EYLAR | Board President | 2.2% of Rev | ||
| DEBRA CANNON | Board Member | — | ||
| LAURA LICHTER | Board Member | — | ||
| JOHN SPALDING | Treasurer | — | ||
| LYNETTE CONNELL | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATTI EYLAR | Board President | 1.9% of Rev | ||
| JANE BIALEK | Board Member | — | ||
| DAN KIRCHBERG | Board Member | — | ||
| LAURA LICHTER | Board Member | — | ||
| JOHN SPALDING | Board Member | — | ||
| LYNNE TURNER | Board Member | — | ||
| DONNA BYRNE | Secretary | — | ||
| DENNIS HAMMER | Treasurer | — | ||
| PETER BIALEK | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE BRUNTON | Board Member | — | ||
| LAURA LICHTER | Board Member | — | ||
| LYNNE TURNER | Board Member | — | ||
| JANE BIALEK | Secretary | — | ||
| PETER BIALEK | Treasurer | — | ||
| JOHN SPALDING | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,229 other orgs in US with NTEE prefix L8.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.