Parallax Advanced Research Corp
Advancing the Nation's innovation advantage
Parallax Advanced Research Corp
EIN: 16-1704454
as of November 2023
as of November 13, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Research and Development
Parallax is an R&D organization specializing in the Science of Intelligent Teaming™, focusing on human-machine interactions. They innovate in emerging technologies to address national challenges and actively engage in space and aerospace research, with a strong emphasis on open-standard approaches for advanced air mobility systems. Parallax contributes expertise to the advanced air mobility industry, particularly in command and control, simulation, and low altitude systems integration. They also excel in modeling causal interactions in socio-technical systems and the development of advanced command and control systems for autonomous platforms.
Education, Workforce, and Small Business Support Capabilities
Parallax offers a wide range of education, workforce, and small business support services, tailored for industry, academia, and government clients. They focus on fostering innovation and collaboration, leveraging the Triple Helix Model of innovation. Their involvement with the Ohio Federal Research Network (OFRN) and expertise in international business development in the aerospace and defense sector further highlight their commitment to innovation. Parallax is at the forefront of microelectronics workforce development, supports Dayton-based entrepreneurs through Launch Dayton, and actively engages in tech-based economic development (TBED). Their STEM education initiatives, in affiliation with the Ohio Aerospace Institute, equip individuals with the skills needed for aerospace research and innovation.
Ohio Federal Research Network (OFRN)
OFRN is a State of Ohio-focused research and development program that was established by Parallax and the Ohio Department of Higher Education in 2015. OFRN's mission is to stimulate Ohio's innovation economy by funding R&D projects that meet federal laboratory requirements and build statewide university and industry collaborations.
Academic Partnerships Engagement Experiment (APEX)
APEX is a Department of the Air Force (DAF) partnership intermediary program cultivating innovation for the DAF by expanding the American research enterprise through academic, industry and government collaborations. The APEX program eliminates barriers in accelerating the transition of science and technology solutions into transformational DAF operational capabilities. The program was established in 2019.
Launch Dayton
Parallax is a founding partner of Launch Dayton: a collaborative entrepreneurial support effort with programmatic roots dating back to 2015. Parallax’s Launch Dayton team supports Dayton Region entrepreneurs by cultivating an easily accessible resource environment, creating high-caliber programming and by building a network of champions, mentors and resource providers that help entrepreneurs succeed.
Where we work
Affiliations & memberships
Employer Support of the Guard and Reserve 2021
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of dollars raised from awarded contracts
This metric is no longer tracked.Totals By Year
Population(s) Served
Academics, Military personnel
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of accolades/recognition received from third-party organizations
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of press articles published
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planHow we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.02
Months of cash in 2022 info
0.1
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
Parallax Advanced Research Corp
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Parallax Advanced Research Corp
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of Parallax Advanced Research Corp’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Unrestricted surplus (deficit) before depreciation | -$1,039,897 | $570,582 | $556,498 | $241,716 | $511,358 |
As % of expenses | -3.6% | 1.9% | 1.9% | 0.6% | 1.3% |
Unrestricted surplus (deficit) after depreciation | -$1,943,589 | $126,795 | $80,863 | -$217,340 | $114,546 |
As % of expenses | -6.6% | 0.4% | 0.3% | -0.5% | 0.3% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $28,919,672 | $31,263,767 | $30,412,585 | $42,589,821 | $40,733,328 |
Total revenue, % change over prior year | 43.4% | 8.1% | -2.7% | 40.0% | -4.4% |
Program services revenue | 100.3% | 100.0% | 100.0% | 99.9% | 96.3% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.2% | 0.1% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Other revenue | -0.6% | -0.1% | 0.0% | 0.1% | 3.7% |
Expense composition info | |||||
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Total expenses before depreciation | $28,687,699 | $30,775,906 | $29,856,087 | $42,348,105 | $40,221,970 |
Total expenses, % change over prior year | 40.9% | 7.3% | -3.0% | 41.8% | -5.0% |
Personnel | 20.5% | 26.6% | 30.4% | 30.1% | 36.2% |
Professional fees | 1.9% | 1.1% | 1.5% | 1.8% | 2.2% |
Occupancy | 0.5% | 0.6% | 0.1% | 0.7% | 0.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 77.1% | 71.7% | 68.0% | 67.3% | 60.8% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $29,591,391 | $31,219,693 | $30,331,722 | $42,807,161 | $40,618,782 |
One month of savings | $2,390,642 | $2,564,659 | $2,488,007 | $3,529,009 | $3,351,831 |
Debt principal payment | $0 | $0 | $0 | $0 | $792,000 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $31,982,033 | $33,784,352 | $32,819,729 | $46,336,170 | $44,762,613 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Months of cash | 2.3 | 0.6 | 1.6 | 0.5 | 0.1 |
Months of cash and investments | 2.3 | 0.6 | 1.6 | 0.5 | 0.1 |
Months of estimated liquid unrestricted net assets | -0.4 | -0.2 | -0.1 | -0.1 | 0.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $5,486,607 | $1,552,679 | $4,081,234 | $1,655,080 | $273,917 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $6,750,840 | $6,874,166 | $7,168,373 | $8,678,663 | $11,885,272 |
Gross land, buildings, equipment (LBE) | $8,770,455 | $8,815,919 | $9,242,932 | $9,566,367 | $9,646,334 |
Accumulated depreciation (as a % of LBE) | 53.6% | 58.4% | 60.8% | 63.6% | 66.9% |
Liabilities (as a % of assets) | 81.5% | 74.3% | 78.0% | 78.1% | 79.6% |
Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $3,078,475 | $3,205,270 | $3,286,133 | $3,068,793 | $3,183,339 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Mr. Dennis James Andersh
Dennis Andersh joined Parallax’s predecessor, the Wright State Research Institute, in December 2013 as the Chief Operating Officer to direct the growth of its use-inspired and applied research portfolio. His leadership role is to connect the academia’s research to new markets, while also leveraging the Parallax’s existing commercial and healthcare business. Mr. Andersh was named Chief Executive Officer of the Wright State Applied Research Corporation within six months of joining the organization, and in 2015 he added the title Executive Director, Wright State Research Institute.  In October 2020, Wright State Research Institute transitioned to Parallax Advanced Research, an independent non-profit research organization focused on linking academia, industry and the government research and development programs.  Mr. Andersh is the co-lead with Ohio State for the Ohio Federal Research Network that is being developed state-wide to focus academic research to better support Wright Patterson
Number of employees
Source: IRS Form 990
Parallax Advanced Research Corp
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Parallax Advanced Research Corp
Board of directorsas of 10/26/2023
Board of directors data
Lt. Gen. (Retired) C.D. Moore
Mary Margaret Evans
Secretary
Carmel Ortiz
Doug Ebersole
Gary Kessler
Greg Morris
Jeff Stanley
Lloyd Fields
Wayne Denny
Mike Hripko
Richard Graf
Susan Thornton
Wanda Gamble
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data