Glove House Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 7,957,864 | 7,818,277 | 139,587 | 2.2 | 52% |
| 2013 | 7,480,246 | 7,610,546 | −130,300 | 2.1 | 50% |
| 2014 | 6,875,101 | 7,036,988 | −161,887 | 2.0 | 49% |
| 2015 | 6,824,158 | 6,900,564 | −76,406 | 1.9 | 2% |
| 2016 | 7,825,852 | 7,727,563 | 98,289 | 1.8 | 2% |
| 2017 | 8,264,681 | 8,203,080 | 61,601 | 1.8 | 2% |
| 2018 | 8,826,156 | 9,000,422 | −174,266 | 1.4 | 2% |
| 2019 | 10,288,666 | 9,996,758 | 291,908 | 1.6 | 1% |
| 2020 | 11,441,015 | 11,012,167 | 428,848 | 2.0 | 1% |
| 2021 | 10,288,930 | 10,211,357 | 77,573 | 2.3 | 48% |
| 2022 | 9,369,696 | 8,474,656 | 895,040 | 3.9 | 52% |
| 2023 | 9,012,398 | 9,054,341 | −41,943 | 3.6 | 47% |
In its most recent public year (2023), this organization spent $41,943 more than it brought in. Its reserves stood at about 3.6 months of spending, up from 2.2 in 2012. Staff pay was 47% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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