The Founder's Trap
The Founder's Trap
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
38
Score
Governance
58
Score
Financial
15
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | 2.1% | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 44 | Financially Distressed | Recovery | |
| 2019 | — | — | 12.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Peter Hildebrandt | Board President | 0.8% of Rev | ||
| Wayne Baughman | Board Member | 0.7% of Rev | ||
| Tim Aucoin | Board Member | 0.6% of Rev | ||
| Shafiq Jadavji | Board Member | — | ||
| Orlando Ojeda | Board Member | — | ||
| Rachel Keller | Board Member | — | ||
| Angela Harvey | Board Member | — | ||
| Douglas Russ | Board Member | — | ||
| Diana Weitz | Board Member | — | ||
| William Pu | Board Member | — | ||
| Karen Robertson-Wall | Board Member | — | ||
| Amy Chang | Board Member | — | ||
| Scott Braynard | Board Member | — | ||
| Pamela Boles | Board Member | — | ||
| Ting Chiu | Board Member | — | ||
| Erin Elwood | Board Member | — | ||
| Ping Chen | Board Member | — | ||
| Marilyn A Margolis | Board President | — | ||
| Kevin Brown | Secretary | — | ||
| Jun Wu | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rachel Keller | Board Member | — | ||
| William Pu | Board Member | — | ||
| Cliff Davis | Board Member | — | ||
| Amy Chang | Board Member | — | ||
| Kent Davies | Board Member | — | ||
| Charan Shikh | Board Member | — | ||
| Diana Weitz | Board Member | — | ||
| Ping Chen | Board Member | — | ||
| Karen Wall | Board Member | — | ||
| Pamela Boles | Board Member | — | ||
| Ting Chiu | Board Member | — | ||
| Angela B Harvey | Board Member | — | ||
| Wayne Baughman | Board Member | — | ||
| Marilyn Margolis | Board Member | — | ||
| Ali Adabi | Board Member | — | ||
| Arthur Holst | Board Member | — | ||
| Tim Aucoin | Board Member | — | ||
| Douglas A Russ | Board President | — | ||
| Peter Hildebrandt | Board President | — | ||
| Jun Wu | Treasurer | — | ||
| Kevin Brown | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Wayne Baughman | Board Member | — | ||
| Douglas A Russ | Board President | — | ||
| Angela B Harvey | Board Member | — | ||
| Kevin Brown | Secretary | — | ||
| Kathleen Klotz | Board Member | — | ||
| Ting Chiu | Board Member | — | ||
| Peter Hildebrandt | Board President | — | ||
| Marilyn Margolis | Board Member | — | ||
| Diana Weitz | Treasurer | — | ||
| Arthur Holst | Board Member | — | ||
| Ali Adabi | Board Member | — | ||
| Tim Aucoin | Board Member | — | ||
| Amy Chang | Board Member | — | ||
| Kent Davies | Board Member | — | ||
| Cliff Davis | Board Member | — | ||
| Rachel Keller | Board Member | — | ||
| William Pu | Board Member | — | ||
| Karen Wall | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Linda Brill | Executive Director | 3.2% of Rev | ||
| Wayne Baughman | Board Member | 0.6% of Rev | ||
| Lyman Louis | Secretary | — | ||
| Douglas A Russ | Board President | — | ||
| Craig Carter | Board President | — | ||
| Angela B Harvey | Board Member | — | ||
| Kevin Brown | Board Member | — | ||
| William Abely | Treasurer | — | ||
| Catherine Abely | Board Member | — | ||
| Kathleen Klotz | Board Member | — | ||
| Ting Chiu | Board Member | — | ||
| Peter Hildebrandt | Board Member | — | ||
| Marilyn Margolis | Board Member | — | ||
| Karen Wall | Board Member | — | ||
| Diana Weitz | Board Member | — | ||
| Arthur Holst | 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
15 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 123 other orgs in GA with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (15 vs. 37).
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 2.1% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.