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 | 2.6% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 39 | Fragile | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Decline Risk | |
| 2020 | — | — | — | 50 | Fragile | Stable Watch | |
| 2019 | — | — | — | 50 | Fragile | Recovery | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 39 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Decline Risk | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MILLER | Board President | — | ||
| JOHN STANLEY | Board Member | — | ||
| EVAN MITCHELL | Board Member | — | ||
| UTE MILLER | Treasurer | — | ||
| SHERRY DANIEL | Secretary | — | ||
| GLENMORE SHELTON | Board President | — | ||
| DARYL COAD | Board Member | — | ||
| BRAD SROTTMAN | Board Member | — | ||
| KELLI EBEL | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| UTE MILLER | Treasurer | 2.6% of Rev | ||
| MARK MILLER | Board President | — | ||
| JOHN STANLEY | Board Member | — | ||
| EVAN MITCHELL | Board Member | — | ||
| SHERRY DANIEL | Secretary | — | ||
| GLENMORE SHELTON | Board President | — | ||
| DARYL COAD | Board Member | — | ||
| BRAD SROTTMAN | Board Member | — | ||
| KELLI EBEL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRAD SROTTMAN | Board Member | — | ||
| CAROLYN TEAGUE | Board Member | — | ||
| MARK MILLER | Board President | — | ||
| JOHN STANLEY | Board Member | — | ||
| EVAN MITCHELL | Board Member | — | ||
| UTE MILLER | Treasurer | — | ||
| SHERRY DANIEL | Secretary | — | ||
| GLENMORE SHELTON | Board President | — | ||
| DARYL COAD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MILLER | Board President | — | ||
| ROSA CUENCA | Board Member | — | ||
| EVAN MITCHELL | Board Member | — | ||
| UTE MILLER | Treasurer | — | ||
| SHERRY DANIEL | Secretary | — | ||
| LAWRENCE COLEMAN | Board President | — | ||
| DARYL COAD | Board Member | — | ||
| BRAD SROTTMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK MILLER | Board President | — | ||
| MARIE LATORTUE | Board Member | — | ||
| EVAN MITCHELL | Board Member | — | ||
| UTE MILLER | Treasurer | — | ||
| SHERRY DANIEL | Secretary | — | ||
| LAWRENCE COLEMAN | Board President | — | ||
| DARYL COAD | Board Member | — | ||
| BRAD SROTTMAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 18 points below the peer median (15 vs. 33).
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 2.6% 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.