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
Institutional Health Scores
5-yr trend: The Founder's Trap ↑
Overall
55
Score
Governance
58
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
Founders Trap
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 1.0% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 1.2% | 55 | Fragile | Stable Watch | |
| 2021 | — | — | 1.2% | 55 | Fragile | Recovery | |
| 2020 | — | — | 2.7% | 51 | Fragile | Decline Risk | |
| 2019 | — | — | 1.1% | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 1.3% | 55 | Fragile | Stable Watch | |
| 2016 | — | — | 1.4% | 55 | Fragile | Recovery | |
| 2015 | — | — | 1.6% | 49 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 1.6% | 51 | Fragile | Stable Watch | |
| 2013 | — | — | 1.6% | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 53 | Fragile | Recovery | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BECKY HANCOCK | EXEC. DIRECT | 1.0% of Rev | ||
| MYRIAN D COLLETT | SENIOR DIREC | 0.6% of Rev | ||
| MATT EYRE | Board Member | — | ||
| JEFF HAY | Board Member | — | ||
| DYLAN JONES | Board Member | — | ||
| OMAR JUBRAN | Board Member | — | ||
| JEANNETTE MILLS | Board Member | — | ||
| KATRICE JONES MORGAN | Board Member | — | ||
| JOHN NELSON | Board Member | — | ||
| LIZ SHERROD | Board Member | — | ||
| LATISHA STUBBLEFIELD | Board Member | — | ||
| JENNY SWANSON | Secretary | — | ||
| ROB CANDELINO | Board Member | — | ||
| ANDREW HART | Board Member | — | ||
| ED ROTTMANN | Board President | — | ||
| RICK BLACKBURN | VICE PRESIDE | — | ||
| JASON HAMILTON | Treasurer | — | ||
| THOMAS BOYD | Board Member | — | ||
| JODY ZAHN | Board Member | — | ||
| SANDI SWILLEY | Board Member | — | ||
| HANNAH WHATLEY | Board Member | — | ||
| KIM BUMPAS | Board Member | — | ||
| CORY CHAMPMAN | Board Member | — | ||
| JIM CLAYTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BECKY HANCOCK | EXEC. DIRECT | 0.8% of Rev | ||
| ORLANDO DIAZ | VICE PRESIDE | — | ||
| RICK BLACKBURN | Secretary | — | ||
| JIM WANSLEY | Treasurer | — | ||
| WALT BEARDEN | Board Member | — | ||
| KIM BUMPAS | Board Member | — | ||
| JIM CLAYTON | Board Member | — | ||
| MATT EYRE | Board Member | — | ||
| JASON HAMILTON | Board Member | — | ||
| CHRIS KITTRELL | Board Member | — | ||
| TRACY LONG | Board Member | — | ||
| JOHN NELSON | Board Member | — | ||
| ED ROTTMAN | Board President | — | ||
| LATISHA STUBBLEFIELD | Board Member | — | ||
| SANDY SWILLEY | Board Member | — | ||
| LANCE TRACY | Board Member | — | ||
| SUSAN WILLIAMS | Board Member | — | ||
| TAMMY WILSON | Board Member | — | ||
| THOMAS BOYD | Board Member | — | ||
| CORY CHAPMAN | Board Member | — | ||
| OMAR JUBRAN | DIRECOT | — | ||
| KATRICE JONES MORGAN | Board Member | — | ||
| JENNY SWANSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BECKY HANCOCK | EXEC. DIRECT | 0.7% of Rev | ||
| CHRIS CHANDLER | Board President | — | ||
| ORLANDO DIAZ | VICE PRESIDE | — | ||
| RICK BLACKBURN | Secretary | — | ||
| JIM WANSLEY | Treasurer | — | ||
| WALT BEARDEN | Board Member | — | ||
| KIM BUMPAS | Board Member | — | ||
| PETER DOC CLAUSSEN | Board Member | — | ||
| JIM CLAYTON | Board Member | — | ||
| JOAN CRONAN | Board Member | — | ||
| MATT EYRE | Board Member | — | ||
| JASON HAMILTON | Board Member | — | ||
| CHRIS KITTRELL | Board Member | — | ||
| TRACY LONG | Board Member | — | ||
| JOHN NELSON | Board Member | — | ||
| ED ROTTMAN | Board Member | — | ||
| LATISHA STUBBLEFIELD | Board Member | — | ||
| SANDY SWILLEY | Board Member | — | ||
| LANCE TRACY | Board Member | — | ||
| SUSAN WILLIAMS | Board Member | — | ||
| TAMMY WILSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BECKY HANCOCK | EXEC. DIRECT | 0.6% of Rev | ||
| CHRIS CHANDLER | Board President | — | ||
| ORLANDO DIAZ | VICE PRESIDE | — | ||
| RICK BLACKBURN | Secretary | — | ||
| JIM WANSLEY | Treasurer | — | ||
| WALT BEARDEN | Board Member | — | ||
| KIM BUMPAS | Board Member | — | ||
| PETER DOC CLAUSSEN | Board Member | — | ||
| JIM CLAYTON | Board Member | — | ||
| JOAN CRONAN | Board Member | — | ||
| MATT EYRE | Board Member | — | ||
| JASON HAMILTON | Board Member | — | ||
| CHRIS KITTRELL | Board Member | — | ||
| TRACY LONG | Board Member | — | ||
| JOHN NELSON | Board Member | — | ||
| ED ROTTMAN | Board Member | — | ||
| LATISHA STUBBLEFIELD | Board Member | — | ||
| SANDY SWILLEY | Board Member | — | ||
| LANCE TRACY | Board Member | — | ||
| SUSAN WILLIAMS | Board Member | — | ||
| TAMMY WILSON | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
55 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 45 other orgs in TN with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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 1.0% 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.