Compensation Escalation Cycle
Compensation Escalation Cycle
Market
Archetype
Mechanical
Natural
Tier
Developing
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
48
Score
Governance
42
Score
Financial
50
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
Compensation Escalation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 29.0% | 48 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 16.2% | 47 | Fragile | Recovery | |
| 2021 | — | — | 27.0% | 42 | Fragile | Gov Risk | |
| 2020 | — | — | 12.6% | 52 | Fragile | Recovery | |
| 2019 | — | — | 9.0% | 50 | Fragile | Recovery | |
| 2018 | — | — | 14.5% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 14.6% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.0% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 18.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 13.3% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 14.5% | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 13.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wen Huang | Executive Director | 17.5% of Rev | ||
| Kush Thomas | Board President | — | ||
| Sewall Susan | Treasurer | — | ||
| Bromberg Pamela | Secretary | — | ||
| Berman Jeffrey | Board Member | — | ||
| Clark Cynthia | Board Member | — | ||
| Harwood Timothy | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Ostrander Harry | Board Member | — | ||
| Sklar Ellen | Board Member | — | ||
| Wertheim Edward | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kush Thomas | Board President | — | ||
| Sklar Ellen | Board President | — | ||
| Alexander Constantine | Treasurer | — | ||
| Bromberg Pamela | Secretary | — | ||
| Wen Huang | Executive Director | — | ||
| Berman Jeffrey | Board Member | — | ||
| Clark Cynthia | Board Member | — | ||
| Eldrenkamp Paul | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Ostrander Harry | Board Member | — | ||
| Sewall Susan | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wen Huang | Executive Director | 13.3% of Rev | ||
| Kush Thomas | Board President | — | ||
| Sklar Ellen | Board President | — | ||
| Alexander Constantine | Treasurer | — | ||
| Bromberg Pamela | Secretary | — | ||
| Berman Jeffrey | Board Member | — | ||
| Clark Cynthia | Board Member | — | ||
| Eldrenkamp Paul | Board Member | — | ||
| Friedlaender Stephen | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Ostrander Harry | Board Member | — | ||
| Sewall Susan | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wen Huang | Executive Director | 13.0% of Rev | ||
| Eldrenkamp Paul | Board Member | — | ||
| Friedlaender Stephen | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Kush Thomas | Board Member | — | ||
| Sewall Susan | Board Member | — | ||
| Sklar Ellen | Board Member | — | ||
| Berman Jeffrey | Board President | — | ||
| Ostrander Harry | Board President | — | ||
| Alexander Constantine | Treasurer | — | ||
| Bromberg Pamela | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wen Huang | Executive Director | 12.9% of Rev | ||
| Wen Huang | Executive Director | 12.9% of Rev | ||
| Berman Jeffrey | Board President | — | ||
| Ostrander Harry | Board President | — | ||
| Alexander Constantine | Treasurer | — | ||
| Bromberg Pamela | Secretary | — | ||
| Eldrenkamp Paul | Board Member | — | ||
| Friedlaender Stephen | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Kush Thomas | Board Member | — | ||
| Sewall Susan | Board Member | — | ||
| Sklar Ellen | Board Member | — | ||
| Whitehouse Gabrielle | Board Member | — | ||
| Berman Jeffrey | Board President | — | ||
| Ostrander Harry | Board President | — | ||
| Alexander Constantine | Treasurer | — | ||
| Bromberg Pamela | Secretary | — | ||
| Eldrenkamp Paul | Board Member | — | ||
| Friedlaender Stephen | Board Member | — | ||
| Jesurum Robert | Board Member | — | ||
| Kush Thomas | Board Member | — | ||
| Sewall Susan | Board Member | — | ||
| Sklar Ellen | Board Member | — | ||
| Whitehouse Gabrielle | 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
50 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in MA with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 29.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 29.0% to under 22% of revenue — would move governance score by ~14 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.