BIRMINGHAM, AL
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)MAGIC CITY WOODWORKS, founded in 2014, is a small nonprofit in the Employment sector that reported $801K in total revenue in fiscal year 2025. Revenue decreased 16% compared to the prior year.
MAGIC CITY WOODWORKS DBA: MANUFACTURE GOOD SERVES YOUNG MEN IN BIRMINGHAM, ALABAMA, WITH A FOCUS ON THOSE FACING SIGNIFICANT LIFE CHALLENGES AND COMING FROM UNDER-RESOURCED COMMUNITIES. OUR APPRENTICES REPRESENT A WIDE RANGE OF BACKGROUNDS, INCLUDING INDIVIDUALS COMING OUT OF INCARCERATION, RECOVERY PROGRAMS, FOSTER CARE, UNSTABLE HOUSING, AND THOSE SIMPLY LACKING DIRECTION, SUPPORT, OR OPPORTUNITY. MANY HAVE EXPERIENCED LONG-TERM UNEMPLOYMENT, EDUCATIONAL GAPS, OR GENERATIONAL POVERTY. WHILE OUR PROGRAM IS OPEN TO ANY YOUNG MAN SEEKING GROWTH, WE INTENTIONALLY WALK ALONGSIDE THOSE WHO HAVE BEEN OVERLOOKED BY TRADITIONAL SYSTEMS. WE PROVIDE NOT ONLY PRACTICAL JOB TRAINING AND PAID APPRENTICESHIPS, BUT ALSO MENTORSHIP, SPIRITUAL DEVELOPMENT, AND THE TOOLS TO BUILD LASTING CHANGE. THE COMMUNITIES WE SERVE ARE FULL OF STRENGTHRESILIENCE, UNTAPPED POTENTIAL, AND A DEEP HUNGER FOR TRANSFORMATION. HOWEVER, THEY ALSO FACE SYSTEMIC CHALLENGES: LIMITED ACCESS TO STABLE EMPLOYMENT, MENTAL HEALTH
MANUFACTURE GOOD OPERATED A THREE-MONTH PAID APPRENTICESHIP PROGRAM FOR YOUNG MEN IN BIRMINGHAM, PROVIDING HANDS-ON TRAINING IN WOODWORKING , CUSTOM FURNITURE MANUFACTURING AND FIREWOOD. APPRENTICES...
MANUFACTURE GOOD OPERATED A THREE-MONTH PAID APPRENTICESHIP PROGRAM FOR YOUNG MEN IN BIRMINGHAM, PROVIDING HANDS-ON TRAINING IN WOODWORKING , CUSTOM FURNITURE MANUFACTURING AND FIREWOOD. APPRENTICES PARTICIPATED IN DAILY SHOP WORK ALONGSIDE EXPERIENCED STAFF, GAINING PRACTICAL SKILLS IN CRAFTSMANSHIP, SAFETY, AND TEAMWORK. THE PROGRAM ALSO INCORPORATED WEEKLY LUNCH AND LEARN SESSIONS, WHERE APPRENTICES RECEIVED MENTORSHIP, SPIRITUAL ENCOURAGEMENT, AND LIFE-SKILLS EDUCATIONINCLUDING FINANCIAL LITERACY, GOAL-SETTING, AND COMMUNICATION. EACH APPRENTICE WAS PROVIDED WITH NECESSARY SUPPLIES SUCH AS PERSONAL PROTECTIVE EQUIPMENT (PPE), WORK TOOLS, WATER BOTTLES, AND A BIBLE. WE OFFERED TRANSPORTATION SUPPORT WHERE NEEDED AND SUPPLIED LUNCH DURING EDUCATIONAL SESSIONS. APPRENTICES RECEIVED A LIVABLE WAGE FOR THEIR WORK, REINFORCING THE VALUE OF RESPONSIBILITY AND CONSISTENCY. IN ADDITION TO TRAINING APPRENTICES, OUR ORGANIZATION SUPPORTED A TEAM OF SHOP STAFF AND MENTORS WHO FACILITATED THE PROGRAM, MAINTAINED THE CURRICULUM, AND PROVIDED ONE-ON-ONE GUIDANCE. THROUGH THIS HOLISTIC MODEL, WE AIM NOT ONLY TO TEACH TECHNICAL SKILLS, BUT ALSO TO BUILD CONFIDENCE, CHARACTER, AND A FOUNDATION FOR LONG-TERM SUCCESS IN WORK AND LIFE. AFTER GRADUATION, WE HELP APPRENTICES SECURE MEANINGFUL EMPLOYMENT AND CONTINUE TO SUPPORT THEM THROUGH LONG-TERM MENTORSHIP AND CONNECTION.
IN ADDITION TO OUR CORE APPRENTICESHIP PROGRAM, MANUFACTURE GOOD ACTIVELY ENGAGED WITH THE BROADER BIRMINGHAM COMMUNITY TO PROMOTE OUR MISSION AND INVEST IN THE LIVES OF YOUNG MEN BEYOND OUR SHOP...
IN ADDITION TO OUR CORE APPRENTICESHIP PROGRAM, MANUFACTURE GOOD ACTIVELY ENGAGED WITH THE BROADER BIRMINGHAM COMMUNITY TO PROMOTE OUR MISSION AND INVEST IN THE LIVES OF YOUNG MEN BEYOND OUR SHOP. OUR TEAM PARTICIPATED IN VARIOUS SPEAKING ENGAGEMENTS AT CHURCHES, SCHOOLS, LOCAL ORGANIZATIONS, AND BUSINESS GROUPS TO SHARE ABOUT OUR WORK, INSPIRE OTHERS WITH STORIES OF TRANSFORMATION, AND BUILD STRATEGIC PARTNERSHIPS. WE ALSO HOSTED COMMUNITY EVENTS, VOLUNTEER DAYS, AND OPEN HOUSES TO CONNECT SUPPORTERS WITH OUR MISSION AND PROVIDE OPPORTUNITIES FOR INVOLVEMENT. THESE EFFORTS HELPED RAISE AWARENESS, RECRUIT NEW APPRENTICES, AND BUILD RELATIONSHIPS THAT STRENGTHEN THE SUSTAINABILITY OF OUR PROGRAM. STAFF AND APPRENTICES OCCASIONALLY SERVED TOGETHER AT LOCAL OUTREACH EFFORTS, FURTHER REINFORCING THE IMPORTANCE OF GIVING BACK AND BEING ENGAGED CITIZENS. THROUGH THESE INITIATIVES, WE SEEK TO BE A POSITIVE PRESENCE IN THE CITY AND TO INVITE OTHERS INTO THE LIFE-CHANGING WORK HAPPENING AT MANUFACTURE GOOD.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $800,517 | $953,904 | -0.2% |
| Expenses | $865,885 | $1,131,096 | -0.2% |
| Net Income | $-65,368 | $-177,192 | -0.6% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| TIM LAWSON | EXECUTIVE DI | 40.00 |
Officer
|
$57,731 | $0 | $57,731 |
| MICHAEL DRUMMOND | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| MATTHEW HINSHAW | CHAIRMAN | 3.00 |
Director
|
$0 | $0 | $0 |
| WADE HONEYCUTT | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| DOUGLAS LEE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| RALPH PARRISH | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| DAVID WARD | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $800,517 | $865,885 | $918,691 | $-65,368 |
| 2024 | $953,904 | $1,131,096 | $1,074,544 | $-177,192 |
| 2023 | $1,514,793 | $1,725,336 | $1,190,071 | $-210,543 |
| 2022 | $1,034,133 | $1,344,816 | $910,324 | $-310,683 |
| 2021 | $1,493,742 | $1,090,761 | $986,800 | $402,981 |
| 2020 | $787,855 | $803,307 | $701,372 | $-15,452 |
| 2019 | $943,968 | $639,616 | $545,515 | $304,352 |
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