Combined Arms
United. We Thrive
Combined Arms
EIN: 47-5648923
as of November 2025
as of November 14, 2025
Mission
Deliver Innovative Technology Solutions that optimize connection to resources and drive network-wide efficiencies, ultimately improving the quality of life for veterans and military families.
Ruling year
2016
CEO
Mike Hutchings
Main address
2929 McKinney St
Houston, TX 77003-3823 USA
EIN
47-5648923
Special population support
Population served
Veterans
Families
NTEE code
Military/Veterans' Organizations (W30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Veterans and their families lack awareness of resources when they move to a new community. Veterans and their families have a complex set of needs that require holistic resources. Veteran serving organizations lack the ability to provide holistic care to veterans. Veteran serving organizations are fragmented and do not coordinate. There is no access to a holistic data set shared by organizations.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Combined Arms Technology System
Streamlines the connection between veterans, military families, caregivers and the military-connected community to vetted resources in the communities where they live to the organizations that serve them. Combined Arms technology is live in all 50 states. The Combined Arms network consists of over 250+ member organizations that provide more than 1100+ social services 41 of which have national reach.
Transition Center
The CAX Transition Center, a centrally located co-working space that is available to more than 250 government and nonprofit agencies. This space facilitates intentional “collaborative collisions” for professionals serving military and veteran families. The Transition Center is also a single point of entry from transitioning service members, veterans, and their families.
Texas Veterans Network
Combined Arms was selected by the state of Texas to build a network that would make Texas the first interconnected state for veterans and their families. Launched in April 2020, Combined Arms has grown the Texas Veterans Network (TVN) to include more than 250 best-in-class, vetted veteran-serving organizations and state agencies that collectively offer more than 1,100 resources for transitioning service members, veterans, and their families. Phase 1 of the TVN was completed in March 2023 with over 40,000 served. Combined Arms was selected as the sole provider for Phase 2 of the TVN, covering all of Texas' 254 counties, which launched in April 2023. We anticipate serving an additional 34,600 unique veterans between May 2023 and April 2025, bringing the cumulative number of unique veterans served through TVN to 70,600 (4.65% of Texas’ veteran population) in just five years.
SIVs & Allies
Founded in 2019 and volunteer-led until late 2021, Combined Arms' SIVs & Allies Program engages veterans, SIV recipients, and other volunteers to work closely with local resettlement agencies to fill resource gaps and provide resource navigation support for recently arrived SIV holders and other wartime allies. Combined Arms' longstanding work in support of Houston's Special Immigrant Visa holders (SIVs) and Allies population uniquely positioned us to formalize and scale our efforts to assist with the resettlement of thousands of Afghans arriving in Houston and across the state of Texas following the U.S. withdrawal from Afghanistan in August 2021. In late 2021, we brought on Khalil Arab, a former Special Immigrant Visa (SIV) holder and longtime CAX volunteer, as our full-time SIVs & Allies Program Manager. Since 2021, we've impacted over 2,500 recently arrived Afghans and wartime allies.
STEP
Launched in 2021, CAX's STEP (Striving Towards Equity in the Provisioning of Social Services) Initiative focuses on reaching Texas' Black and Latinx veteran populations. Beginning in 2021, we piloted a new staff role, Community Outreach Manager, in an attempt to reach more veterans of color in the Greater Houston Area. Tasked with creating partnerships and building connectivity with community-based organizations serving predominantly Black and Hispanic communities in the Greater Houston Area to build awareness of CAX and connect Black and Hispanic veterans and other military-connected individuals with CAX's platform, the Community Outreach Manager's efforts have proven successful. Between late 2021 and mid-2022, we observed a 414% increase in the number of contacts added to the Combined Arms system who self-identify as Black and a 315% increase in the number of contacts who self-identify as Latino, as compared to the same period in the previous 12 months.
Veteran Mobile Food Pantries
In Spring 2021, we saw a 442% increase in the number of veterans and military-connected individuals seeking food assistance. In February 2022, we began partnering with Galveston County Food Bank (GCFB) to host a monthly mobile pantry event to support veterans and military families in that area. Due to the success of the Galveston County Veterans Mobile Food Pantries, CAX expanded the program to other regions in Texas. We now host three Mobile Veteran Food Pantries: Galveston, one in Montgomery County, and one on Ellington Field Joint Reserve Base. In total, we have served over 12,000 individuals through our three monthly Veteran Mobile Food Pantries. In mid 2023, we'll be opening a permanent food pantry onsite at the Combined Arms Transition Center located in Houston's east downtown neighborhood.
Where we work
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Galveston (Texas, United States)
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Houston (Texas, United States)
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Montgomery County (Texas, United States)
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Texas (United States)
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United States
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients served
This metric is no longer tracked.Totals By Year
Related Program
Combined Arms Technology System
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Combined Arms has increased the number of clients served connecting them to social services. We have grown since 2017 to serve a cumulative of 83,000+ veteran and military community families.
Number of referrals to resources offered
This metric is no longer tracked.Totals By Year
Related Program
Combined Arms Technology System
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Combined Arms' member organizations have grown to provide coverage on more than 1,500 social service resources for veterans, family members, and special immigrant visas.
Number of independent organizations served
This metric is no longer tracked.Totals By Year
Related Program
Transition Center
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Combined Arms has steadily increased the number of member organizations each year, with new organizations being added each month.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Inform veterans & families of resources available to them, and inform the community of their most valuable assets, veterans.
Create a culture of collaboration among veteran serving organizations to drive efficiencies and reduce redundancies.
Create a system of organizations capable of providing coordinated holistic resources and streamlining the connection between them.
Create a technology system capable of measuring the interactions between veterans & families and organizations that serve them, and making that macro-shared data available to them community.
What are the organization's key strategies for making this happen?
Strategic Plan:
Strategic Goal 1: Develop a scalable and sustainable model for growth.
Objective 1: Win 10 states by 2025 with CAX state technology solution
Objective 2: Grow the network and grow the brand by delivering a low cost, scalable technology solution to 50 corporate partners
Objective 3: Create the force of the future that supports CAX's 2025 growth strategy
Objective 4: Combined Arms is recognized statewide as an 'insight factory' by 2025
Strategic Goal 2 (SO2): Develop a secure and sustainable technology growth strategy.
Objective 1: Develop 2 scalable and user friendly products
Objective 2: Improve our security rating by maximizing 2-pronged security
Objective 3: Drive high user adoption with UX/UI
Strategic Goal 3 (SO3): Develop a clear a scalable marketing plan.
Objective 1: Determine and build marketing foundational support needed to continue winning with TVN and win with expansion
Objective 2: Establish key marketing performance metrics to measure and drive Combined Arms' growth success
Objective 3: Build a community around our brand
What are the organization's capabilities for doing this?
Through our collaboration program, we provide actionable data to our member organizations and opportunities to collaborate during quarterly collaborative committee meetings and an annual convening. This is where organizations meet and set goals to make progress toward the Strategic Objectives.
Through our technology system, streamline the connection between veterans and organizations but also provide virtual collaboration and relevant dashboards to indicate progress toward goals.
Our marketing program (an inbound marketing program) drives growth of veterans.
What have they accomplished so far and what's next?
Since our founding in 2015, CA has helped more than 63,000 veterans and military-connected individuals successfully and quickly navigate the highly fragmented veterans service ecosystem throughout Texas and beyond. In 2020, CAX was selected to spearhead the Texas Veterans Network, powered by the Texas Workforce Commission (TWC) making Texas the first interconnected state for veteran services. We have served 40,000 individuals through year three of the Texas Veteran Network.
Outside of Texas, CA has been approached by a range of veteran hubs from across the country to integrate our technology platform and methodology into their own operations to better reach the communities they serve. In response, we launched an earned program revenue model, deploying our technology as the backbone to both nonprofit and for-profit entities. Our technology is currently being used in all 50 states, and we are experiencing a significant demand from organizations outside the veteran ecosystem, requesting to implement our technology as a smart social services mechanism for underserved communities and at-risk populations throughout the US.
How 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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve
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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 take steps to get feedback from marginalized or under-represented people, 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 demographics (e.g., race, age, gender, etc.), 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
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.61
Months of cash in 2023 info
0.3
Fringe rate in 2023 info
17%
Funding sources info
Assets & liabilities info
Financial data
Combined Arms
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Combined Arms’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.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $773,417 | $153,349 | -$59,486 | -$608,517 | -$607,840 |
| As % of expenses | 36.6% | 5.1% | -1.6% | -13.1% | -10.4% |
| Unrestricted surplus (deficit) after depreciation | $746,839 | $126,138 | -$92,663 | -$643,955 | -$655,380 |
| As % of expenses | 34.9% | 4.1% | -2.5% | -13.8% | -11.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $2,928,698 | $3,405,818 | $3,839,027 | $3,849,778 | $5,209,561 |
| Total revenue, % change over prior year | 146.0% | 16.3% | 12.7% | 0.3% | 35.3% |
| Program services revenue | 5.7% | 10.4% | 5.7% | 9.9% | 12.6% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.4% | 0.6% | 0.5% | 0.4% |
| Government grants | 0.0% | 19.7% | 27.2% | 25.6% | 17.4% |
| All other grants and contributions | 94.3% | 69.4% | 63.7% | 60.7% | 67.1% |
| Other revenue | 0.0% | 0.1% | 2.8% | 3.3% | 2.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,114,874 | $3,015,274 | $3,686,801 | $4,643,489 | $5,856,260 |
| Total expenses, % change over prior year | 127.9% | 42.6% | 22.3% | 25.9% | 26.1% |
| Personnel | 45.3% | 59.3% | 53.0% | 52.4% | 51.4% |
| Professional fees | 15.0% | 15.3% | 20.0% | 16.9% | 20.2% |
| Occupancy | 15.3% | 10.1% | 7.7% | 6.4% | 4.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.2% |
| Pass-through | 1.2% | 1.1% | 1.6% | 3.2% | 2.9% |
| All other expenses | 23.2% | 14.2% | 17.7% | 21.1% | 20.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,141,452 | $3,042,485 | $3,719,978 | $4,678,927 | $5,903,800 |
| One month of savings | $176,240 | $251,273 | $307,233 | $386,957 | $488,022 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $70,243 | $0 | $69,748 | $0 | $0 |
| Total full costs (estimated) | $2,387,935 | $3,293,758 | $4,096,959 | $5,065,884 | $6,391,822 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 10.1 | 5.6 | 4.1 | 1.3 | 0.3 |
| Months of cash and investments | 10.1 | 8.4 | 6.5 | 3.0 | 1.4 |
| Months of estimated liquid unrestricted net assets | 7.4 | 5.8 | 4.3 | 1.8 | 0.1 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $1,772,770 | $1,417,570 | $1,273,007 | $498,492 | $138,714 |
| Investments | $0 | $692,333 | $726,007 | $646,578 | $556,601 |
| Receivables | $56,603 | $109,477 | $589,179 | $786,526 | $969,565 |
| Gross land, buildings, equipment (LBE) | $201,611 | $207,491 | $277,239 | $298,493 | $330,412 |
| Accumulated depreciation (as a % of LBE) | 40.8% | 52.8% | 51.5% | 59.7% | 68.3% |
| Liabilities (as a % of assets) | 3.4% | 2.8% | 13.8% | 52.7% | 67.9% |
| Unrestricted net assets | $1,423,834 | $1,549,972 | $1,457,309 | $813,354 | $157,974 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $509,794 | $766,449 | $963,338 | $688,416 | $682,043 |
| Total net assets | $1,933,628 | $2,316,421 | $2,420,647 | $1,501,770 | $840,017 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Mike Hutchings
CEO with a corporate and military background (15+years). Highly skilled in initiating and growing long-term customer relations, establishing and building rapport with outside agencies, and developing training & execution plans that consistently exceed previous benchmarks. Versed in managing large cross-functional teams and overseeing the budget for entire companies.
Number of employees
Source: IRS Form 990
Combined Arms
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Combined Arms
Board of directorsas of 4/7/2025
Board of directors data
Doug Foshee
Sallyport Ventures
Term: 2023 - 2026
Barbara W Sweredoski Member
Bill Ahmanson
The Ahmanson Foundation
Bill Boyar
BoyarMiller
Doug Foshee
Sallyport Ventures
Jesus Terrones
Weatherford
Kim Hales Member
Lauren Gore
LDR Investment Group
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? yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? yes -
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? yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? yes
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
Gender identity
Transgender Identity
Sexual orientation
Disability
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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