Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
38
Score
Governance
42
Score
Financial
45
Score
Program
30
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
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 42.4% | 38 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | 52.9% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 45.2% | 38 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 34.4% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 27.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 28.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 27.7% | 20 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 17.2% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 48.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 36.2% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Janel Amsallem | Employee | 26.1% of Rev | ||
| Judith | Employee | 16.2% of Rev | ||
| Kate Gavos | Board President | — | ||
| Diana Miranda | Vice President | — | ||
| Sarah Lindblom | Vice President | — | ||
| Rachel Lankdford | Treasurer | — | ||
| Helen Hays | Secretary | — | ||
| Robert Miranda | FacilityStudio Coordinator | — | ||
| LeAnn Boatright | Board Member | — | ||
| Agnes Allego | Board Member | — | ||
| Brenda Brannen | Board Member | — | ||
| Casey Miller Higgins | Board Member | — | ||
| Kristin Peek Howrey | Board Member | — | ||
| Amy Nino | Board Member | — | ||
| Rachel Santos | Board Member | — | ||
| Emily York | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Janel Amsallem | Employee | 26.7% of Rev | ||
| Judith Grywalski | Employee | 16.1% of Rev | ||
| Rachel Lankford | Board President | — | ||
| Kate Gavos | Board President | — | ||
| Helen Hays | Secretary | — | ||
| Mandi Sonnenfeld | Treasurer | — | ||
| Casey Higgins | Board Member | — | ||
| Rachel Santos | Board Member | — | ||
| Cheri Coleman | Board Member | — | ||
| Brenda Brannen | Board Member | — | ||
| Bret Howrey | Board Member | — | ||
| Robert Miranda | Board Member | — | ||
| Agnes Allego | Board Member | — | ||
| Kristen Peek | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Janel Amsallem | Employee | 25.7% of Rev | ||
| Judith Grywalski | Employee | 15.2% of Rev | ||
| Rachel Lankford | Board President | — | ||
| Kate Gavos | Board President | — | ||
| Helen Hays | Secretary | — | ||
| Mandi Sonnenfeld | Treasurer | — | ||
| Casey Higgins | Board Member | — | ||
| Rachel Santos | Building/Set Coordinator | — | ||
| Cheri Coleman | Board Member | — | ||
| Brenda Brannen | Board Member | — | ||
| Bret Howrey | Board Member | — | ||
| Robert Miranda | Board Member | — | ||
| Agnes Allego | Board Member | — | ||
| Kristen Peek | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANEL AMSALLEM | EMPLOYEE/ART DI | 20.0% of Rev | ||
| JUDITH GRYWALSKI | EMPLOYEE | 13.0% of Rev | ||
| RACHEL LANKFORD | Board President | — | ||
| STACY SELL-FOULKS | Board President | — | ||
| HELEN HAYS | Secretary | — | ||
| HAPPY SPILLAR | Treasurer | — | ||
| RACHEL SANTOS | BUILDING/SET CO | — | ||
| LYNN NIGLIAZZO | Artistic Director | — | ||
| AGNES ALLEGO | Board Member | — | ||
| BRENDA BRANNEN | Board Member | — | ||
| CHERI COLEMAN | Board Member | — | ||
| BRET HOWREY | Board Member | — | ||
| KRISTEN PEEK | Board Member | — | ||
| KAREN KISLINGBURY | Board Member | — | ||
| ROBERT MIRANDA | Board Member | — | ||
| BELINDA MILLINDER | Board Member | — | ||
| MANDI SONNENFELD | Board Member | — | ||
| JANET TALBERT | 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
45 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 483 other orgs in TX with NTEE prefix A6.
Most-divergent component: governance score sits 33 points below the peer median (42 vs. 75).
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 42.4% 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 42.4% 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.