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 | 1.6% | 51 | Fragile | Recovery | |
| 2023 | — | — | 2.0% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.1% | 48 | Fragile | Stable Watch | |
| 2021 | — | — | 4.7% | 48 | Fragile | Stable Watch | |
| 2020 | — | — | 2.0% | 51 | Fragile | Stable Watch | |
| 2019 | — | — | 1.9% | 48 | Fragile | Stable Watch | |
| 2018 | — | — | 2.0% | 48 | Fragile | Stable Watch | |
| 2017 | — | — | 2.0% | 48 | Fragile | Stable Watch | |
| 2016 | — | — | 2.2% | 48 | Fragile | Stable Watch | |
| 2015 | — | — | 2.3% | 48 | Fragile | Stable Watch | |
| 2014 | — | — | 2.3% | 48 | Fragile | Recovery | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CRAIG MANTEUFFEL | Executive Director | 1.6% of Rev | ||
| JASON COLE | Board President | — | ||
| TORI KOEHN | Board President | — | ||
| JAMES HOLLINGSWORTH | Board President | — | ||
| ERIN SHELTON | Board President | — | ||
| MARIAH BARNETT | Board President | — | ||
| KEATON ALEXANDER | Board President | — | ||
| CHAD PAPE | Board President | — | ||
| JAMIE MINNEMAN | Board President | — | ||
| MARK GARD | Board President | — | ||
| DAMIAN JOHNSON | PresidentElect | — | ||
| ALEX UNDERWOOD | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN TAYLOR | Executive Director | 1.6% of Rev | ||
| JAMIE MINNEMAN | Board President | — | ||
| MARK GARD | Board President | — | ||
| JAMIE MINNEMAN | PresidentElect | — | ||
| ALEX UNDERWOOD | Board President | — | ||
| WILL BIGGS | Board President | — | ||
| RYAN PARTIN | Board President | — | ||
| JAMES HOLLINGSWORTH | Board President | — | ||
| ERIN SHELTON | Board President | — | ||
| BECKY THOMAS | Board President | — | ||
| EMALEIGH BATSON | Board President | — | ||
| NANCY MONICAL | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN TAYLOR | Executive Director | 1.6% of Rev | ||
| MARK GARD | Board President | — | ||
| GAE PHILLIPS | Board President | — | ||
| JAMIE MINNEMAN | PresidentElect | — | ||
| JOEY NICKOLS | Board President | — | ||
| DAN FREEMAN | Board President | — | ||
| RACHEL TROMBLEY | Board President | — | ||
| GREG BERGMAN | Board President | — | ||
| MEGAN GABEHART | Board President | — | ||
| ADLELYNN HOBBS | Board President | — | ||
| DREW VILLACA | NAfME Collegiate Presi | — | ||
| NANCY MONICAL | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN TAYLOR | Executive Director | 1.6% of Rev | ||
| MARK GARD | Board President | — | ||
| GAE PHILLIPS | Board President | — | ||
| JAMIE MINNEMAN | PresidentElect | — | ||
| JOEY NICKOLS | Board President | — | ||
| DAN FREEMAN | Board President | — | ||
| RACHEL TROMBLEY | Board President | — | ||
| GREG BERGMAN | Board President | — | ||
| MEGAN GABEHART | Board President | — | ||
| DAMIAN JOHNSON | Board President | — | ||
| DREW VILLACA | NAfME Collegiate Presi | — | ||
| NANCY MONICAL | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 1.6% 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.