The Founder's Trap
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
The Dispersal
Institutional Health Scores
5-yr trend: The Founder's Trap
Overall
53
Score
Governance
58
Score
Financial
45
Score
Program
60
Score

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
2023 2.3% 53 Fragile Stable Watch
2022 1.6% 53 Fragile Stable Watch
2021 5.2% 52 Fragile Recovery
2020 2.8% 49 Fragile Decline Risk
2019 2.9% 55 Fragile Stable Watch
2018 1.4% 55 Fragile Recovery
2017 2.9% 45 Fragile Stable Watch
2016 2.9% 45 Fragile Decline Risk
2015 2.9% 51 Fragile Stable Watch
2014 2.6% 51 Fragile Recovery
2013 3.3% 45 Fragile Stable Watch
2012 4.3% 45 Fragile Stable Watch
2011 4.2% 45 Fragile Stable Watch

Officer compensation history

Tax year 2023

Name Title Phone Email Compensation
PETER RAMSEY Executive Director 2.8% of Rev
J MICHAEL PERRELLA Board President
ATTY DAVID EBY Board President
MARK LAPRADE Treasurer
DOUG BLAIS Secretary
ROBERT BAINES Board Member
ERNESTO BURDEN Board Member
JOE CARELLI Board Member
RON COVEY Board Member
SARAH DEMERS Board Member
SYLVIO DUPUIS Board Member
DONNA GAMACHE Board Member
JOSEPH GRAHAM Board Member
BETH HOULIS Board Member
JOHN MACNEIL Board Member
CAMILLE MADDEN Board Member
ROLAND MARTIN Board Member
SHARRON MCCARTHY Board Member
JASON MCKINNEY Board Member
KATIE MCQUAID COTE Board Member
LUCIA A MERRITT Board Member
HOLLY MINTZ Board Member
ATTY JENNIFER PARENT Board Member
MIKE REED Board Member
MICHAEL SKELTON Board Member

Tax year 2022

Name Title Phone Email Compensation
PETER RAMSEY Executive Director 1.9% of Rev
J MICHAEL PERRELLA Board President
MARK LAPRADE Treasurer
DOUG BLAIS Secretary
ROBERT BAINES Board Member
JOE CARELLI Board Member
RON COVEY Board Member
SARAH DEMERS Board Member
JOE DIBRIGIDA Board Member
SYLVIO DUPUIS Board Member
ATTY DAVID EBY Board Member
WALTER GALLO Board Member
ATTY MARIA LAW Board Member
MICHAEL L'ECUYER Board Member
BARBARA LETVINCHUK Board Member
CAMILLE MADDEN Board Member
SHARRON MCCARTHY Board Member
KATIE MCQUAID COTE Board Member
LUCIA A MERRITT Board Member
MIKE REED Board Member
MICHAEL SKELTON Board Member
ATTY JENNIFER PARENT Board President

Tax year 2021

Name Title Phone Email Compensation
PETER RAMSEY Executive Director 2.4% of Rev
ROBERT BAINES Board Member
DOUG BLAIS Secretary
JOE CARELLI Board Member
KATIE MCQUAID COTE Board Member
SARAH DEMERS Board Member
JOE DIBRIGIDA Board Member
SYLVIO DUPUIS Board Member
DAVID EBY Board Member
WALTER GALLO Board Member
MICHAEL L'ECUYER Board Member
MARK LAPRADE Board President
ATTY MARIA LAW Board Member
BARBARA LETVINCHUK Board Member
SHARRON MCCARTHY Board Member
ATTY JENNIFER PARENT Board President
J MICHAEL PERRELLA Treasurer
MIKE REED Board Member
WAYNE ROBINSON Board Member
MICHAEL SKELTON Board Member
WILLIAM STEVENS 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
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

Compared to 22 other orgs in NH with NTEE prefix A6.

Most-divergent component: program score sits 27 points above the peer median (60 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.

Overall score has gone from 55 → 53 over 5 years (declining by 2 points).

What's driving this score

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.