Professional Remodeling Collective
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 312,363 | 356,210 | −43,847 | 5.2 | 19% |
| 2012 | 364,213 | 351,341 | 12,872 | 5.7 | 20% |
| 2013 | 410,170 | 380,442 | 29,728 | 6.3 | 20% |
| 2014 | 385,064 | 375,956 | 9,108 | 6.7 | 20% |
| 2015 | 405,348 | 366,765 | 38,583 | 8.0 | 21% |
| 2016 | 429,784 | 461,373 | −31,589 | 5.5 | 19% |
| 2017 | 482,003 | 424,220 | 57,783 | 7.6 | 23% |
| 2018 | 434,161 | 501,891 | −67,730 | 4.8 | 21% |
| 2019 | 262,344 | 458,215 | −195,871 | 0.2 | 23% |
| 2020 | 385,898 | 355,571 | 30,327 | 11.2 | 30% |
| 2021 | 502,418 | 450,643 | 51,775 | 10.8 | 31% |
| 2022 | 399,264 | 482,904 | −83,640 | 6.7 | 32% |
In its most recent public year (2022), this organization spent $83,640 more than it brought in. Its reserves stood at about 6.7 months of spending, up from 5.2 in 2011. Staff pay was 32% 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 2022. 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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