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 | Hidden | Hidden | 1.4% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 2.1% | 55 | Fragile | Stable Watch | |
| 2021 | — | — | 3.5% | 55 | Fragile | Recovery | |
| 2020 | — | — | 4.9% | 46 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 45 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 8.4% | 46 | Fragile | Decline Risk | |
| 2017 | — | — | 2.3% | 55 | Fragile | Recovery | |
| 2016 | — | — | 5.6% | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 4.8% | 48 | Fragile | Decline Risk | |
| 2014 | — | — | 5.9% | 46 | Fragile | Decline Risk | |
| 2013 | — | — | 2.7% | 55 | Fragile | Stable Watch | |
| 2012 | — | — | 3.6% | 55 | Fragile | Stable Watch | |
| 2011 | — | — | 4.9% | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON HAYDEN | Executive Director | 5.5% of Rev | ||
| MARY BRYAN HOOD | Board President | 5.1% of Rev | ||
| DAVID E BOSWELL | Board Member | — | ||
| DR JAMES F NAAS | CHAIRMAN | — | ||
| DR R WATHEN MEDLEY JR | CHAIRMAN EMERITUS | — | ||
| GAIL REISZ BRANCH | Board Member | — | ||
| HELEN BRADLEY | Board Member | — | ||
| BROOK FORREST WHITE JR | Board Member | — | ||
| JOANNA KENDALL | Board Member | — | ||
| ROBIN FAITH POTTER | Board Member | — | ||
| PAMELA SMITH-WRIGHT | Board Member | — | ||
| NICK HETMAN | Board Member | — | ||
| ANN MURPHY KINCHELOE | Board Member | — | ||
| JIM ESTES | Board Member | — | ||
| SELMA WIESENBERG | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BRYAN HOOD | Board President | 5.8% of Rev | ||
| DAVID E BOSWELL | Board Member | — | ||
| DR JAMES F NAAS | CHAIRMAN | — | ||
| DR R WATHEN MEDLEY JR | Board Member | — | ||
| GAIL REISZ BRANCH | Board Member | — | ||
| H DEAN JONES II | Board Member | — | ||
| JOHN A MEDLEY JR | Board Member | — | ||
| KATHRYN RAYMER | Board Member | — | ||
| JOANNA KENDALL | Board Member | — | ||
| ROBIN FAITH POTTER | Board Member | — | ||
| PAMELA SMITH-WRIGHT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BRYAN HOOD | Board President | 5.8% of Rev | ||
| B DEAN STANLEY | CHAIRMAN EMERITUS | — | ||
| DAVID E BOSWELL | Board Member | — | ||
| DR JAMES F NAAS | CHAIRMAN | — | ||
| DR R WATHEN MEDLEY JR | Board Member | — | ||
| GAIL REISZ BRANCH | Board Member | — | ||
| H DEAN JONES II | Board Member | — | ||
| JOHN A MEDLEY JR | Board Member | — | ||
| KATHRYN RAYMER | Board Member | — | ||
| JOANNA KENDALL | Board Member | — | ||
| ROBIN FAITH POTTER | Board Member | — | ||
| PAMELA SMITH-WRIGHT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BRYAN HOOD | Board President | 5.8% of Rev | ||
| B DEAN STANLEY | CHAIRMAN EMERITUS | — | ||
| DAVID E BOSWELL | Board Member | — | ||
| DR JAMES F NAAS | CHAIRMAN | — | ||
| DR R WATHEN MEDLEY JR | Board Member | — | ||
| GAIL REISZ BRANCH | Board Member | — | ||
| H DEAN JONES II | Board Member | — | ||
| JOHN A MEDLEY JR | Board Member | — | ||
| KATHRYN RAYMER | Board Member | — | ||
| JOANNE KENDALL | Board Member | — | ||
| ROBIN FAITH POTTER | Board Member | — | ||
| PAMELA SMITH-WRIGHT | Board Member | — | ||
| BRENT YONTS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,056 other orgs in US with NTEE prefix T5.
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.