The Founder's Trap
The Founder's Trap
Market
Archetype
Mechanical
Natural
Tier
Developing
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
53
Score
Governance
58
Score
Financial
45
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 | — | — | 2.5% | 53 | Fragile | Stable Watch | |
| 2022 | — | — | 1.9% | 53 | Fragile | Stable Watch | |
| 2021 | — | — | 3.5% | 53 | Fragile | Stable Watch | |
| 2020 | — | — | 2.6% | 53 | Fragile | Recovery | |
| 2019 | — | — | 2.0% | 47 | Fragile | Recovery | |
| 2018 | — | — | 2.1% | 43 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.8% | 47 | Financially Distressed | Recovery | |
| 2016 | — | — | 8.1% | 48 | Fragile | Gov Risk | |
| 2015 | — | — | 9.0% | 48 | Fragile | Recovery | |
| 2014 | — | — | 6.4% | 46 | Fragile | Recovery | |
| 2013 | — | — | 6.1% | 46 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 4.8% | 47 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 46 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE SCHOCK | Executive Director | 2.3% of Rev | ||
| JENNIFER CHENAULT | Board Member | — | ||
| DEBBIE HIMSEL | Board Member | — | ||
| MARTA HOLL | Board Member | — | ||
| LANCE JONES | Board Member | — | ||
| PAUL LINDSEY | Board Member | — | ||
| NANCY MARCH | Board Member | — | ||
| ANDREW MESHEL | Board Member | — | ||
| CATHERENE MORTON | Board Member | — | ||
| JERRY RADKE | Board Member | — | ||
| THOMAS ROBERTSON | Board Member | — | ||
| TERENCE RUDKIN | Board Member | — | ||
| JOANN SABBAGH | Board Member | — | ||
| TERRI SAINT PIERRE | Board Member | — | ||
| ANDREW VAREKA | Board Member | — | ||
| BRENT L DAVIS | Board President | — | ||
| BRUCE DUSENBERRY | Board President | — | ||
| DAVID VOLK | Board President | — | ||
| SHERRY DOWNER | Secretary | — | ||
| ANDREW MCWHIRTER | Secretary | — | ||
| NEIL HOLSTAD | Treasurer | — | ||
| FRANK FILIPO | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE SCHOCK | Executive Director | 2.2% of Rev | ||
| JENNIFER CHENAULT | Board Member | — | ||
| BRUCE DUSENBERRY | Board Member | — | ||
| MARTA HOLL | Board Member | — | ||
| PAUL LINDSEY | Board Member | — | ||
| NANCY MARCH | Board Member | — | ||
| ANDREW MCWHIRTER | Board Member | — | ||
| ANDREW MESHEL | Board Member | — | ||
| CATHERENE MORTON | Board Member | — | ||
| STEVEN POPE | Board Member | — | ||
| THOMAS ROBERTSON | Board Member | — | ||
| TERENCE RUDKIN | Board Member | — | ||
| JOANN SABBAGH | Board Member | — | ||
| TERRI SAINT PIERRE | Board Member | — | ||
| DAVID VOLK | Board Member | — | ||
| MICHAEL HEISLER | Board President | — | ||
| BRENT L DAVIS | Board President | — | ||
| FRANK FILIPO | Board President | — | ||
| NEIL HOLSTAD | Treasurer | — | ||
| SHERRY DOWNER | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE SCHOCK | Executive Director | 2.2% of Rev | ||
| JENNIFER CHENAULT | Board Member | — | ||
| BRUCE DUSENBERRY | Board Member | — | ||
| MARTA HOLL | Board Member | — | ||
| ERNIE HOLLOWAY | Board Member | — | ||
| NANCY MARCH | Board Member | — | ||
| ANDREW MCWHIRTER | Board Member | — | ||
| CATHERENE MORTON | Board Member | — | ||
| LARRY NAGAL | Board Member | — | ||
| NICK PIERSON | Board Member | — | ||
| TERENCE RUDKIN | Board Member | — | ||
| JOANN SABBAGH | Board Member | — | ||
| TERRI SAINT PIERRE | Board Member | — | ||
| DAVID VOLK | Board Member | — | ||
| MICHAEL HEISLER | Board President | — | ||
| BRENT L DAVIS | Board President | — | ||
| FRANK FILIPO | Board President | — | ||
| NEIL HOLSTAD | Treasurer | — | ||
| SHERRY DOWNER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE SCHOCK | Executive Director | 1.4% of Rev | ||
| DANIEL CAVANAUGH | Board Member | — | ||
| SHERRY DOWNER | Board Member | — | ||
| BRUCE DUSENBERRY | Board Member | — | ||
| JERRY FISCHER | Board Member | — | ||
| MARTA HOLL | Board Member | — | ||
| NEIL HOLSTAD | Board Member | — | ||
| THOMAS LAUE | Board Member | — | ||
| NANCY MARCH | Board Member | — | ||
| ANDREW MCWHIRTER | Board Member | — | ||
| CATHERENE MORTON | Board Member | — | ||
| LARRY NAGAL | Board Member | — | ||
| JOHN NYMAN | Board Member | — | ||
| NICK PIERSON | Board Member | — | ||
| TERENCE RUDKIN | Board Member | — | ||
| JOANN SABBAGH | Board Member | — | ||
| TERRI SAINT PIERRE | Board Member | — | ||
| DAVID VOLK | Board Member | — | ||
| MICHAEL HEISLER | Board President | — | ||
| NEAL CASH | Board President | — | ||
| FRANK FILIPO | Treasurer | — | ||
| BRENT L DAVIS | Secretary | — |
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
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
53 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in AZ for this NTEE subcategory; peer comparison would not be statistically meaningful.
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%).
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.