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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 2.5% | 47 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 6.7% | 48 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.2% | 50 | Fragile | Recovery | |
| 2020 | — | — | 11.2% | 48 | Fragile | Decline Risk | |
| 2019 | — | — | 0.9% | 55 | Fragile | Stable Watch | |
| 2018 | — | — | 4.4% | 55 | Fragile | Stable Watch | |
| 2017 | — | — | 7.1% | 54 | Fragile | Stable Watch | |
| 2016 | — | — | 7.1% | 54 | Fragile | Recovery | |
| 2015 | — | — | 10.7% | 46 | Fragile | Decline Risk | |
| 2014 | — | — | 12.3% | 47 | Fragile | Gov Risk | |
| 2013 | — | — | 6.0% | 54 | Fragile | Stable Watch | |
| 2012 | — | — | 6.1% | 54 | Fragile | Stable Watch | |
| 2011 | — | — | 8.7% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS SCHOLL | EXECUTIVE DI | 6.3% of Rev | ||
| MARY GOVE | Board President | — | ||
| LAURIE RYAN | Board President | — | ||
| HEIDI BROPHY | Treasurer | — | ||
| CATHY WEYERHAEUSER | Secretary | — | ||
| JESSI AAKRE | Board Member | — | ||
| NELLY CHICK | Board Member | — | ||
| GUILLERMO CUELLAR | Board Member | — | ||
| JACK MADILL | Board Member | — | ||
| ELIZABETH MCCRAY | Board Member | — | ||
| JAN NELSON | Board Member | — | ||
| TONI OJOYEYI | Board Member | — | ||
| MARY POUL | Board Member | — | ||
| SAMANTHA VANG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN HUDSON | EXECUTIVE DI | 5.5% of Rev | ||
| KAREN KEPPLE | Board President | — | ||
| JUDY BENHAM | Board President | — | ||
| HEIDI BROPHY | Treasurer | — | ||
| MARY POUL | Secretary | — | ||
| JESSI AAKRE | Board Member | — | ||
| NELLY CHICK | Board Member | — | ||
| MITCH COOPER | Board Member | — | ||
| GUILLERMO CUELLAR | Board Member | — | ||
| ALISON GILLESPIE | Board Member | — | ||
| MARY GOVE | Board Member | — | ||
| BOB HARTZELL | Board Member | — | ||
| ANDREA KISH-BAILEY | Board Member | — | ||
| PETER KRAMER | Board Member | — | ||
| ELIZABETH MCCRAY | Board Member | — | ||
| HARDIK PATEL | Board Member | — | ||
| LAURIE RYAN | Board Member | — | ||
| BILL WEIGEL | Board Member | — | ||
| MARY WINGFIELD | Board Member | — | ||
| NIRVANA YANG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN HUDSON | EXECUTIVE DI | 5.3% of Rev | ||
| ALAN KANTRUD | Board President | — | ||
| KAREN KEPPLE | Board President | — | ||
| JUDITH BENHAM | Treasurer | — | ||
| MARY POUL | Secretary | — | ||
| JESSI AAKRE | Board Member | — | ||
| HEIDI BROPHY | Treasurer | — | ||
| MITCH COOPER | Board Member | — | ||
| ROBERT CUERDEN | Board Member | — | ||
| KATHERINE CURRAN | Board Member | — | ||
| KIM FORD | Board Member | — | ||
| MARY GOVE | Board Member | — | ||
| BOB HARTZELL | Board Member | — | ||
| CINDY IHLENFELD | Board Member | — | ||
| WAYNE KAZMIERCZAK | Board Member | — | ||
| PETER KRAMER | Board Member | — | ||
| KARL SEVIG | Board Member | — | ||
| JALAI SHELAGO-HEGNA | Board Member | — | ||
| BON SOMMERVILLE | Board Member | — | ||
| SUE AHLCRONA | EMERITUS DIR | — | ||
| BILL WEIGEL | Board Member | — | ||
| STEVE WOLGAMOT | Board Member | — | ||
| DONNA BRUHL | EMERITUS DIR | — | ||
| MARY LEVINS | EMERITUS DIR | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 47 other orgs in MN with NTEE prefix A2.
Most-divergent component: program score sits 23 points above the peer median (60 vs. 37).
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 2.5% 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.