EIN: 06-0400220 · GREENWICH, CT · Data spans: TY2020–TY2024
Most recent filing: Tax Year 2024.
A more recent filing may not yet be published.
Sailing's public record, made legible. All numbers come directly from this organization's own sworn 990 filing. Patterns are computed from years of filings — not assessments or judgments.
Read trends in context: compare like with like, note the filing year, and treat major disruptions (like 2020–2021) as discontinuities rather than a continuous baseline.
Missing or N/A does not always mean absent. It can mean the item was not disclosed on that form, not collected on that filing type, or not available for that year.
$6,659,347
$6,383,446
$12,155,805
$10,653,046
108 W-2 employees reported (Form W-3, most recent filing — contractors and volunteers excluded) · TY2024 · 990
Total compensation, benefits & payroll taxes (Part IX)
TY2024$3,861,282
Full cost to employ everyone — wages + employer benefits + payroll taxes. Not officer pay alone.
~$36,000 per employee ⓘ — average across 108 W-2 employees; includes benefits & payroll taxes; part-time and seasonal staff counted at full weight.
Named officers/key employees (Part VII‑A) show reportable compensation only and are already included in the Part IX total above. They are not additive.
Named staff org comp sums to $3,059,618. The remaining $801,664 is unlisted staff labor cost — includes benefits & payroll taxes for all employees, not any one person's salary.
Professional & consulting fees (Part IX, line 11)
TY2024$321,863
Payments to outside firms and independent contractors — not included in the Part IX labor total above. Combined with the labor total, full people cost is $4,183,145.
Functional Expense Allocation (Part IX)
TY2024$6,383,446total functional expenses
0.0%
Program services
$0
0.0%
Management & general
$0
0.0%
Fundraising
$0
Source: Form 990, Part IX, line 25. A higher program-service percentage generally indicates more mission-directed spending.
Historical Trends
Revenue vs. Expenses
Net Revenue / Operating Margin
Net Assets
Revenue Trend
| Tax Year | Period | Form | Revenue | Expenses | Net Revenue | Net Assets |
|---|---|---|---|---|---|---|
| TY2020 | 2020–2021 | 990 | $5,502,448 | $5,233,992 | $268,456 | $7,946,777 |
| TY2021 | 2020–2021 | 990 | $6,591,457 | $5,863,543 | $727,914 | $8,674,691 |
| TY2022 | 2022+ | 990 | $6,335,410 | $5,785,009 | $550,401 | $9,225,092 |
| TY2023 | 2022+ | 990 | $7,092,757 | $5,940,704 | $1,152,053 | $10,377,145 |
| TY2024 | 2022+ | 990 | $6,659,347 | $6,383,446 | $275,901 | $10,653,046 |
Revenue trend is a filing-history view. It helps you compare operating periods, not infer the club's live condition today.
Revenue Breakdown (Part VIII — most recent year)
Form 990, Part VIII — Statement of Revenue. Includes, but is not limited to: Line 1 = contributions and grants (including member dues reported as contributions). Lines 2a–2f = program service revenue (activities that directly further the organization's exempt purpose). Line 3 = investment income. The specific mix varies by organization type. Source: the organization's own sworn filing.
| Line | Description | Amount |
|---|---|---|
| 11a | INSURANCE PROCEEDS | $36,230 |
| 12 | Total revenue | $6,659,347 |
| 2a | MEMBERSHIP DUES | $2,983,505 |
| 2b | CAPITAL ASSESSMENT | $648,103 |
| 2c | INITIATION FEES | $188,417 |
| 2f | Total program service revenue | $3,820,025 |
| 3 | Investment income | $100,261 |
Most revenue is reported in a single category this year. That can be normal for some org types; see the source filing for detail.
Balance Sheet (Part X)
TY2024| Line | Description | BOY | EOY |
|---|---|---|---|
| 16 | Total assets | $11,879,577 | $12,155,805 |
| 26 | Total liabilities | $1,502,432 | $1,502,759 |
| 33 | Total net assets or fund balances | $10,377,145 | $10,653,046 |
Source: Form 990, Part X, Balance Sheet.
Officers & Key Staff (Part VII)
How to read this section
This is not a full staff directory. It is the subset of people the organization had to disclose in Form 990, Part VII (the officer, director, trustee, key employee, and highest-compensated employee section of the filing). Why this matters: a missing name does not mean a person was not employed or involved.
Total Volunteer Board Hours/Week (Selected Year): 57
Hours per week are self-reported by each officer on Form 990, Part VII. They are not verified.
Officers and directors as reported on Form 990, Part VII. These are typically unpaid, elected positions. If an officer receives compensation, it will appear in the Paid Staff tab.
Operationally, this section is most useful for understanding disclosed leadership structure, compensation visibility, and board labor — not for reconstructing the full staffing model of a club.
| Name | Title | Hours/Week | Status |
|---|---|---|---|
| KRISTIN TORETTA | DIRECTOR | 3 | Volunteer |
| GEORGE P YANKOWICH | COMMODORE | 3 | Volunteer |
| DR PATRICIA CALAYAG | FLEET SURGEON | 3 | Volunteer |
| JAMES VOLKWEIN | TREASURER | 3 | Volunteer |
| LEONARD LAPORTA | DIRECTOR | 3 | Volunteer |
| PAMELA PAGNANI | DIRECTOR | 3 | Volunteer |
| ERIC PEDERSEN | SECRETARY | 3 | Volunteer |
| MARY ALICE CARMICHAEL | DIRECTOR | 3 | Volunteer |
| STEPHEN WALKO | VICE COMMODORE | 3 | Volunteer |
| SARAH STERNS FEY | REAR COMMODORE | 3 | Volunteer |
| DAVID KAPLAN | FLEET CAPTAIN | 3 | Volunteer |
| JONATHAN D DUBOIS | COUNSEL | 3 | Volunteer |
| MELISSA RAEZER | DIRECTOR | 3 | Volunteer |
| JON-CLAUDE ZUCCONI | DIRECTOR | 3 | Volunteer |
| ADAM ZAKKA | DIRECTOR | 3 | Volunteer |
| PETER HAMILTON | DIRECTOR | 3 | Volunteer |
| CLIFTON HILL | DIRECTOR | 3 | Volunteer |
| MICHAEL MILLARD | MEASURER | 3 | Volunteer |
| REV CHERYL MCFADDEN | FLEET CHAPLAIN | 3 | Volunteer |
Governance & Transparency Signals
The IRS Form 990 is a sworn disclosure document — not just a tax return. Beyond financials, it captures governance policies, compensation practices, and relationships between insiders and the organization. Every category below comes directly from that filing. When a field is blank, it is often because this form type doesn’t require it, or the org doesn’t meet the threshold that triggers disclosure. That context is itself worth knowing.
Conflict of Interest Policy
Form 990, Part VI — Line 12a
Governance data not available for this organization’s most recent filing year. This can occur for newly filed returns not yet in the corpus, or for organizations whose XML filing did not include Part VI.
Whistleblower Protection Policy
Form 990, Part VI — Line 13
Governance data not available for this organization’s most recent filing year.
Officer & Key Employee Compensation (Part VII)
Form 990, Part VII — Named individuals with reportable compensation
Part VII requires individual disclosure of all officers, directors, trustees, key employees, and the five highest-compensated employees earning above the reporting threshold. The individuals listed here are from the most recent available filing.
| Name | Title | Comp from Org |
|---|---|---|
| REMUS CIOLOMIC | GENERAL MANAGER | $266,329 |
| CHRISTOPHER MARCUSSEN | FORMER GENERAL MANAGER | $262,731 |
| ERIC RUEHLMANN | FORMER GENERAL MANAGER | $208,624 |
| SHARON MCGRATH | CFO | $180,231 |
| CHRISTOPHER MARCUSSEN | GENERAL MANAGER | $172,202 |
| SHARON MCGRATH | CFO | $163,417 |
| KEVIN CHUN | EXECUTIVE CHEF | $162,600 |
| DEBRA MANUELE | CONTROLLER | $160,374 |
Compensation shown is reportable compensation from this organization only, as disclosed in Part VII. The $150,000 threshold is significant context: most volunteer-run sailing clubs report $0 for all officers. When professional staff — a General Manager, Executive Director, or Harbor Master — earns above that level, it signals an org operating more like a business than a volunteer collective. That’s not inherently good or bad: a $12M club with 45 full-time employees may well need a $200K GM. But a $400K club paying its Commodore $180K warrants scrutiny.
Independent Compensation Consultant
Schedule J, Part I — Organizations filing when comp exceeds $150K
No independent compensation consultant reported for the most recent year with Schedule J data (2024). Executive pay was set through internal board processes — a compensation committee, comparison to prior years, or board vote — without outside benchmarking. This is common and not inherently concerning for organizations paying market-rate salaries. It becomes more notable as compensation levels rise and the board’s judgment becomes harder to validate externally.
Equity-Based Compensation
Schedule J, Part II — Per-person compensation detail
No equity-based compensation reported — expected for a nonprofit. Nonprofits cannot issue ownership stakes because they have no shareholders. In the for-profit world, equity aligns executive incentives with long-term value creation; the nonprofit analog takes different forms (retention bonuses, deferred comp) but not equity. Zero percent of organizations in the sailing and yacht club corpus report this. If any did, it would immediately raise questions about whether the arrangement is consistent with tax-exempt status.
Related-Party Transactions (Schedule L)
Schedule L — Transactions with Interested Persons (officers, directors, their families, controlled entities)
Schedule L requires disclosure of loans, grants, and business transactions between the organization and its own insiders — board members, officers, key employees, and their family members or entities they control. Nonprofits are not prohibited from transacting with insiders, but they must disclose it, follow fair-market-value standards, and document that the transaction benefited the organization, not just the insider. These disclosures exist because self-dealing is the most direct way nonprofit assets can flow to those in control.
No related-party transactions found in our data for this organization. Schedule L is only required when transactions occur — absence means none were reported, not necessarily that none occurred.
Schedule O — Supplemental Information (most recent year)
Organizations use Schedule O to provide additional explanation for answers given on the main 990 form. These are direct excerpts from the filed document.
FORM 990, PART VI, SECTION B, LINE 12C
ALL BOARD MEMBERS AND KEY EMPLOYEES ARE REQUIRED TO SIGN THE CONFLICT OF INTEREST POLICY ANNUALLY, WHICH IS REVIEWED FOR ANY CONFLICTS.
FORM 990, PART III, LINE 1
TO ENCOURAGE AND SUPPORT THE SPORT OF YACHTING, THE ART OF YACHT DESIGNING AND BUILDING, AND THE SCIENCE OF SEAMANSHIP AND NAVIGATION AND TO PROVIDE FOR THE AMUSEMENT AND RECREATION OF ITS MEMBERS.
FORM 990, PART VI, SECTION A, LINE 6
THE INDIAN HARBOR YACHT CLUB, INC., (THE "CLUB") WAS INCORPORATED AS A MEMBERSHIP ORGANIZATION.
FORM 990, PART VI, SECTION A, LINE 7A
THE NOMINATING COMMITTEE SUBMITS A SLATE OF CANDIDATES FOR MEMBERS TO VOTE ON AT THE ANNUAL MEETING IN DECEMBER. THE OFFICER'S TERM IS 1 YEAR AND THE DIRECTOR'S TERM VARIES FROM 1 - 3 YEARS.
FORM 990, PART VI, SECTION B, LINE 11B
THE FORM 990 IS REVIEWED BY THE AUDIT COMMITTEE PRIOR TO FILING.
Mission
TO ENCOURAGE & SUPPORT THE SPORT OF YACHTING, THE ART OF YACHT DESIGNING AND BUILDING, AND THE SCIENCE OF SEAMANSHIP & NAVIGATION FOR THE AMUSEMENT OF ITS MEMBERS.
As stated in the organization's 990 filing.
IRS Source Filings
Source filings are IRS e-file records in XML (Extensible Markup Language) format — a structured data standard used by the IRS for electronic filing. If you open one of these links, it will look like code. That's not an error — that's what XML looks like. Harbor Commons processes this raw XML and presents the structured, readable view you see above.
Why this matters: the XML is the receipt. Harbor Commons is the reading layer on top of that receipt. If you ever need to verify a number, wording choice, or disclosure, the source filing is where to check.
Similar Organizations
Finding peer organizations…
Capacity Signals
Auto-detected patterns from this organization's own IRS filing history. Signals are relative to this org's trend only — not peer comparisons, not judgments.
Private clubs are naturally labor-heavy. Always interpret signals against this organization's own context before drawing conclusions.
Revenue per employee rose sharply
Revenue per employee grew 37% over two years (TY2022–TY2024), well above typical inflation. This can reflect genuine revenue growth, reduced staffing relative to revenue, or a one-time revenue event.
Why it matters: High revenue per employee can reflect operational efficiency — or understaffing. The program model and revenue mix should be checked before drawing conclusions.
Operator question: Did the revenue base change (new programs, dues increase, capital campaign receipt), or did staffing fall behind revenue growth?
Phase 2 signals (contractor substitution, benefits share changes) require Part IX line-level data and are not yet available. All computations use IRS-filed data only; no external benchmarks or CPI adjustments beyond a 3% per year inflation proxy.
📡 Filing Signals (1 total)
Trends and shifts computed from this organization's own public filings across all available years. Signals highlight where numbers changed — not whether those changes are good or bad. Only people with inside knowledge of this organization can interpret what these signals mean.
Signals describe filing history, not the club's live operating state. The newest filing may still lag current reality by many months.
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