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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 32.1% | 38 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 67.5% | 35 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 34.8% | 42 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 40.1% | 42 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 6.1% | 54 | Fragile | Recovery | |
| 2018 | — | — | 38.2% | 40 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 32.2% | 50 | Governance-Stressed | Gov Risk | |
| 2016 | — | — | 13.9% | 53 | Fragile | Recovery | |
| 2015 | — | — | 42.9% | 42 | Governance-Stressed | Recovery | |
| 2014 | — | — | 29.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUBA PARMAR | Board President | 29.7% of Rev | ||
| SWARNA UDUPA | Secretary | — | ||
| GURU SUBRAMANIAN | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUBA PARMAR | Board President | 22.2% of Rev | ||
| SWARNA UDUPA | Secretary | — | ||
| GURU SUBRAMANIAN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUBA PARMAR | Board President | 22.2% of Rev | ||
| SWARNA UDUPA | Secretary | — | ||
| GURU SUBRAMANIAN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: program score sits 19 points above the peer median (45 vs. 26).
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.
Overall score has gone from 54 → 38 over 5 years (declining by 16 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 32.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 32.1% to under 22% of revenue — would move governance score by ~20 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.