Early 2000s: Strategic Connections and a Spark of Vision
The story of Empower One began through a network of faithful partnerships and a shared passion for church planting in East Africa.
At the center was Barry Wood, founder of Barry Wood Ministries and a longtime trainer of church leaders across the region. Barry was also a member of Prestonwood Baptist Church in Texas. Another Prestonwood member, Nathan Sheets, was serving on staff with E3 Partners Ministry. Nathan was the co-creator of the EvangeCube—a creative tool for sharing the gospel—and had been tasked with launching E3’s efforts in East Africa.
Looking for trusted African leaders to serve as EvangeCube trainers, Nathan turned to Barry for referrals. Barry connected him with Joseph Oyuki, a sharp and entrepreneurial pastor in Jinja, Uganda. The two quickly connected, and in one of their early conversations, Nathan shared that he was also looking for someone from Sudan—then still one country, as South Sudan had not yet gained independence.
Joseph remembered a young, gifted leader named David Kaya, originally from Kajo Keji, South Sudan. David had come to Uganda to attend Global Theological Seminary, where he and Joseph had met.
Nathan met David soon after—and was immediately impressed. David was bold, articulate, and deeply committed to reaching his people with the gospel. Not long after, Nathan hired him as an EvangeCube trainer for E3 Partners. David’s mission: train pastors and church leaders to share the gospel, report on new believers, and encourage the planting of new churches.
David went to work without hesitation—and the movement began.
2004–2006: A Defining Call and a Life-Changing Trip
In 2004, Mike Congrove met Mike Jorgensen. Years earlier, Jorgensen had left a successful law career to pursue full-time missions with E3 Partners Ministry. At the time, Congrove was still working at AT&T but feeling a growing call to step into ministry. Jorgensen took him under his wing, mentoring him through the discernment process.
Initially, they planned for Congrove to work in Bolivia. But in late 2005, his heart began turning toward Africa. As it happened, Jorgensen was preparing to attend a strategic meeting in Rwanda—and invited Congrove to join.
That December, leaders from across East Africa gathered in Kigali—E3 country directors and key EvangeCube trainers. Each was asked to share what God had done that year in their region. The first to speak, Yoseph Menna from Ethiopia, shared how a denomination of 4,000 churches had been challenged to each plant one new church. The result? Over 1,000 new churches in a single year.
As reports came from Kenya, Tanzania, Rwanda, and Uganda, there was a spirit of momentum and praise. Then David Kaya stood to speak.
“I don’t have anything like that,” he began honestly. He explained that a 23-year civil war in Sudan had only recently ended. He had preached in Aweil, where someone died during the service. He described a nation the size of Texas—with no paved roads, no power grid, and no running water. He had started ten churches, but felt completely stuck.
That moment gripped Mike Congrove. He was drawn not just to David’s honesty, but to the enormity of the challenge in Sudan. The two connected personally during the trip, and Mike asked E3 leadership for permission to join David’s work in Sudan.
Since Sudan fell under Nathan Sheets’ oversight, Jorgensen pointed Congrove to him. Nathan was all in—so much so that he encouraged Mike to meet Michael Radler, a Fort Worth-based oil and gas entrepreneur who had also sensed God calling him to work in South Sudan after a separate trip to Rwanda.
Soon after, Mike and Michael agreed to make the trip together.
In August 2006, Mike Congrove made his first visit to South Sudan, traveling to Rumbek alongside close friend Bob Funk and E3 teammate Dana Crawford. Dana had connected them with Mark Kissee, a missionary based in Rumbek. Although Mark wasn’t there at the time, he lent them a Land Cruiser and helped with local arrangements.
David Kaya met them there—and the foundation of what would become Empower One began to take shape.
2006–2007: Wild Places, Bold Steps, and the Birth of NEATS
That first trip to Rumbek, South Sudan was unforgettable. The war had just ended, and the region felt like a frontier. Nearly every man over age 15 carried a rifle. The team stayed at a dusty camp built by a white Kenyan—it felt more like the Star Wars Cantina than a mission base. Every evening, the bar filled with UN soldiers, spies, military contractors, deminers, aid workers, and missionaries.
When they were handed the keys to a borrowed Land Cruiser, the manager gave only two instructions:
- “Use the horn a lot so people get out of the way,” and
- “If you hit a cow, do not stop. Drive straight to the police station and ask to be put in a jail cell. Negotiate the payment from there. Otherwise, the locals may kill you.”
Thankfully, no cows were hit.
The team visited several churches and led a church-planting training. One translator caught the vision deeply. On the way out through Nairobi, Mike met with missionary Mark Kissee, who pointed him toward Kapoeta—home of the Toposa, a large unreached people group that no one he knew was actively pursuing.
The next day, Mike and Bob Funk visited a game reserve and, somehow, ended up petting a live cheetah.
With a small grant from Michael Radler, David Kaya and Mike returned to South Sudan that December. They met in Nairobi, but Mike’s luggage didn’t make it. He boarded a tiny four-seater charter plane—nicknamed “The Mosquito”—with just a few donated shirts from a generous taxi driver.
They first flew to Lietnam, in Bahr El-Ghazal, alongside James Baak of ALARM, exploring a potential partnership. But neither David nor Mike sensed God’s leading. From there, they flew to Kapoeta and were met by a driver from a well-drilling company started by an American expat. In town, they met a small group of cautious pastors. Then came a breakthrough—one of them recognized David from their time together in a Ugandan refugee camp. The ice broke, and they were welcomed.
When asked about the Toposa, the pastors said none attended church. Were there any believers? After a long pause, one pastor said, “There is one man—Latuka.”
The team met Latuka, visited several Toposa villages, and resolved to return.
In February 2007, Michael Radler joined the return trip to Kapoeta. From there, they drove a barely functioning Toyota pickup to Chukudum and Nagishot in the Didinga Mountains to seek out another tribe. Though they chose not to focus there long-term, something beautiful happened—David adopted a teenage boy named Peter who had been full of anger. Today, Peter is a husband, father, and works for Seed Effect.
Next, the team flew to Kajo Keji, David’s hometown, where he and Edward Dima had planted First Baptist Church and secured ministry land. From there, they returned to Rumbek—this time with their first-ever short-term mission team. The translator from the earlier training had already started two churches. The team split to support these new and struggling churches.
But by night two, a problem surfaced. The translator had planted one church near the home of one wife—and another near his second wife. This was the first encounter with polygamy in the field. The translator explained that he didn’t want two wives—he had been required to marry his brother’s widow. Humbly, he entered church discipline, and the churches were relocated with new leaders.
That week, David and Mike had long, honest conversations. The translator’s story illustrated a deeper challenge: a lack of trained leaders. Many were willing, but most came from nomadic, cattle-keeping tribes or refugee camps, where survival was the main concern.
That’s when David said, “We need to start our own Bible school.”
He, Edward Dima, and Kenneth Duku had already been dreaming of one—but not a traditional seminary. They envisioned a Bible school for church planters, with hands-on training, real ministry in the field, and a focus on sending—not just studying.
With help from the Radler Family Foundation, they launched North East Africa Theological Seminary (NEATS) in March 2007. Edward led the school and named it to reflect a regional vision. The core curriculum was the Bible Training Center for Pastors (BTCP), but what made NEATS unique were its practicums: real preaching, discipling, and church planting.
They began with 17 students, meeting under three trees for shade. Joyce Muraa became the first administrator, working from a mud-walled tukel—a round hut with a thatched roof.
NEATS quickly became a turning point. At first, it was called a “pastor factory,” but later they called it a “missionary factory.” It became the engine of the ministry.
Over the next five years, support from churches like Prestonwood Baptist in Plano and Trinity Bible Church in Fort Worth helped grow NEATS from a tree-based gathering to a full campus: dormitories, classrooms, library, a skills center, and offices.
Students were required to speak English and be recommended by trusted church leaders. Classes ran in cycles: four-to-five weeks on campus, then four-to-five weeks back in the field to apply what they’d learned. The certificate program took two years, and eventually, diploma tracks and multiple concurrent classes were added.
In this environment, students shared the gospel, discipled new believers, and helped plant churches while they trained. It was a powerful model of learning and doing.
Meanwhile, in the U.S., David and Mike were immersed in Church Planting Movement (CPM) strategies, learning from leaders like Curtis Sergeant, George Robinson, Bruce Carlton, David Watson, Steve Smith, and Ying Kai. While many of their principles were helpful, there was tension. David, with the heart of a shepherd, remained committed to healthy, rooted churches—not just rapid multiplication.
Their pace was slower but more intentional. They adopted what worked and set aside what didn’t—always prioritizing long-term discipleship.
Another challenge: the absence of a polished, packaged vision. God provided one step at a time. Go here. Train this leader. Plant that church. This approach made fundraising difficult in the U.S., where big visions and slick pitches were expected. But it was the right path.
From 2007 to 2011, one conviction was clear:
They were called to train church planters to go to the unreached.
And so they did.
2008–2012: Eight Milestones That Changed Everything
Between 2008 and 2012, eight significant developments reshaped Empower One’s ministry and laid the foundation for future growth.
1. From 10 Churches to 140
Over just four years, the number of church plants expanded from 10 to 140. This growth was not the result of a master strategy, but the fruit of Spirit-led leaders, hands-on biblical training, and intentional follow-up. The early investment through NEATS and leadership training began to bear exponential fruit.
2. The Power of Christian Schools
What began as an experiment turned into a cornerstone strategy—linking church planting with small, rural schools. In 2007, David Kaya, Edward Dima, and Kenneth Duku launched a modest primary school in Kajo Keji with limited resources. While some initially feared mission drift, the results proved otherwise.
That same year, pastor John Monychol from Baliet in South Sudan’s Upper Nile region connected with the Empower One team at the first-ever Baptist Convention in Rumbek. With financial support from a Dallas family, he and his disciple, James Abwong, launched a small P1–P4 Christian school in a village that previously had only an underperforming government school and an Islamic school. Within six months, the church and community were transformed. Families began attending church, and many came to Christ.
A similar story unfolded with missionary Jackson Mogga in Kagwada. Initially isolated, Jackson began cutting children’s hair and telling Bible stories. He soon started a small school, which opened the door to community relationships, land gifts, and church growth.
The pattern was clear: pairing church planting with education opened doors and transformed entire communities.
3. The Birth of Seed Effect
In late 2007, a team visited Yei, including a young couple, David and Missy Williams, who had recently completed the Perspectives course. During the trip, a local woman shared that if she could just get a sewing machine, she could support her family. That moment stuck with Missy and ultimately led her to start a microfinance ministry in 2009 under Empower One’s umbrella—what would eventually become Seed Effect. She stepped away from her interior design career, and the ministry soon outgrew its host. Today, Seed Effect stands as one of the most effective economic empowerment organizations serving refugees globally.
That same trip inspired others as well: Chris Cotner later helped found Water4, and Karlis Gruzins entered full-time ministry.
4. Breakthrough in Darfur
Darfur had long been on the ministry’s prayer list, and in 2009, a breakthrough came. A missionary in Malakal sent her disciple, Adam, to NEATS. During his training, Empower One hosted a 1,200-pastor conference in Kajo Keji. A guest speaker presented a message based on Abraham’s radical obedience, drawn from training by Curtis Sergeant. Adam was moved. Within two months, he returned to Darfur. In 2010, he brought 30 Darfurians back to NEATS for a two-year training program. After graduation, those leaders were sent all over the world—Iraq, Indonesia, Germany, Turkey, Sudan, South Sudan, and the U.S.—carrying the gospel with them.
5. A Surge in Short-Term Mission Teams
In 2007, Steve Grote joined as an intern and helped build many of Empower One’s early systems. Over the next few years, dozens of short-term teams were mobilized. Steve led many teams along the Nimule–Juba road with Tolbert.
Other leaders contributed significantly:
- David Hicks in Yei
- Patricia Caroom in Kapoeta
- Brian Bain in Torit and later with NEATS
- Diana Spann in the refugee camps of Uganda
- Melanie Vaughan, followed by Sissie Donnell, in trip logistics
These teams helped accelerate evangelism, training, and global partnerships.
6. Unexpected Multiplication in Congo
Around 2010, three Congolese men—William Udar, Dominic, and Uaikani Papa—quietly enrolled at NEATS. Due to the language barrier, they remained mostly unnoticed. But after graduating, they returned to the Democratic Republic of Congo and began replicating everything they had learned. On their own initiative, they planted churches, adopted an unreached people group, started a training center, bought land, and raised local funds. They remain among NEATS’ most impactful graduates.
7. A Vision Finally Comes
In 2011, a broader vision began to take shape. Using data from the Joshua Project and Finishing the Task, leaders estimated that 20 million people in Sudan and South Sudan had never heard the name of Jesus. A clear calling emerged: Empower One would become part of a movement to reach them.
8. The Birth of Empower Sudan
By 2012, the ministry had outgrown its original home under E3 Partners. Empower One was operating a Bible school, multiple Christian schools, a sewing center, a 12-step recovery program, a women’s ministry, and even deploying residential missionaries. Though E3’s HR and finance teams were generous, the structural strain was evident.
With 40+ staff in Africa and a growing budget, Empower One launched as an independent organization: Empower Sudan. David Kaya and Mike Congrove left E3 in October 2012, and several leaders joined them—Steve Grote, Brian Bain, Diana Spann, and Michael Yemba.
From the U.S. side, the team rebuilt the ministry’s infrastructure in just six weeks. Steve Grote carried a significant operational load, and design firm Honeystreet provided a visual identity that reflected the ministry’s heart and vision.
The transition was intense, and not without messiness—but God proved faithful in every step.
2013: When the War Returned
The year 2013 was marked by both God’s provision and a relentless push to keep moving forward, even as the situation in South Sudan grew increasingly fragile.
Then came December.
A political dispute between Salva Kiir and Riek Machar escalated into full-scale civil war. One of the earliest and most violent flashpoints was in Baliet—the hometown of pastor John Monychol, his family, and ministry team.
As fighting broke out, they grabbed what they could, packed hastily into suitcases, and fled north into the open plains. Bullets flew around them—fired by soldiers and rebels emerging from the Sobat River. It was chaos.
They journeyed on foot to Paloich, where they found temporary safety near oil company compounds. Along the way, their children witnessed unthinkable violence. One young girl, parched with thirst, accidentally drank battery acid—mistaking it for water—and died.
At the same time, James Abwong fled west and found temporary shelter in a UN displacement camp in Malakal. With his family starving, he sold the iPad gifted to him by Dr. Nathan Long, a longtime U.S. partner of Empower One, in exchange for food.
Upon learning of the escalating crisis, Empower One quickly sent emergency funds to help staff and partners evacuate. Many were flown to Juba and then driven south to Nimule, where they were received by Tolbert’s church. After a brief rest, they began the process of entering the newly reopened refugee camps in Northern Uganda—camps that had only recently emptied following the previous war.
The war had returned. And so had the camps.
This season revealed a deeper truth about the psychological toll of war. Repeated cycles of displacement had conditioned many leaders to focus on survival. For some, envisioning a long-term future felt impossible. When homes and lives are repeatedly upended by conflict, it becomes incredibly difficult to imagine—or embrace—big, bold dreams.
Yet even in displacement, the gospel continued to move forward.
2014–2015: A Pivotal Pivot and a New Name
In 2014, Empower One made a defining pivot. As conflict once again swept across South Sudan, the team followed pastors, leaders, and church members into the refugee camps of Northern Uganda. The shift was clear: if the church had moved, the ministry needed to move with it.
Although Kajo Keji and much of the southern region remained temporarily untouched by fighting, the direction of the ministry was shifting rapidly.
Behind the scenes, fundraising was becoming increasingly burdensome. In May 2014, Timm Sasser joined the team as Empower One’s first Development Officer. With minimal onboarding and no prior experience in this specific ministry context, he quickly began generating support. Timm played a pivotal role in launching the first fundraising banquets—key moments of connection that helped strengthen relationships with U.S. partners.
Naming Trouble and a Strategic Rebrand
Since its launch in 2012, the name Empower Sudan had caused consistent logistical problems. U.S. banks routinely flagged and froze funds being transferred to Africa due to the word “Sudan,” even when money was going to Uganda. Each month, Empower One staff had to assure financial institutions that they were not violating U.S. sanctions.
The legal name—Cush Empowerment Group, a reference to the biblical region of Cush—had been selected with this risk in mind. Still, the public-facing name was creating delays and confusion.
At the same time, the organization’s mission had grown beyond its original scope. God was opening doors in new regions, and the name needed to reflect that.
On November 4, 2014, Empower Sudan officially became Empower One.
The name change was first unveiled at the ministry’s inaugural Fall Banquet and was met with overwhelming support. Rather than appearing unstable, the rebrand clarified the organization’s vision: empowering one leader at a time to reach unreached people with the gospel.
A Growing Team and Expanding Vision
By 2015, Empower One was operating in two primary areas: the refugee camps in Uganda and the southernmost parts of South Sudan. Conflict was escalating, with rebel forces emerging in nearly every region of the country.
Financial growth continued, but the strain on leadership and team chemistry became more evident. Despite internal pressure, the ministry pushed forward with resilience and focus.
During this season, Empower One also incubated a parallel ministry: Proclaim Cuba. The board chair, Alfie Pino, had a long-standing relationship with Cuban pastor Carlos Alamino. Carlos’s ministry reflected Empower One’s values—training leaders, planting churches, and engaging hard-to-reach areas.
With no U.S. infrastructure of its own, Proclaim Cuba temporarily operated under Empower One’s umbrella. The organization provided administrative support, systems, and tools until Proclaim Cuba was ready to launch independently.
After two years of development, Proclaim Cuba became its own entity—fully equipped to carry out its mission.
2016: A Refugee Pivot and Hard Lessons in Humility
In 2016, Empower One launched a ministry outpost in Mabaan, a remote and largely unreached region in the northeast corner of South Sudan. Ten young Muslim-background believers were brought to NEATS for training. What the team didn’t know at the time was that a SIM missionary, Eli Fader, had already been discipling these young men. A local leader had intentionally withheld this information.
When the truth surfaced—that Empower One had unknowingly taken in another missionary’s disciples—the leadership was devastated. The team met with Eli, apologized, and asked for his forgiveness. By God’s grace, this misstep became the foundation of a healthy partnership rooted in humility and a shared mission to reach the unreached.
Later that year, the war reached Kajo Keji. Empower One had anticipated this escalation and had already secured a compound in Arua, Uganda. The team quickly evacuated. David Kaya gathered a group of pastors and urged them to rest for one week—knowing that soon, they would be shepherding traumatized people in the refugee camps once again.
Empower One became a refugee ministry overnight.
Just as momentum had begun to build—NEATS was thriving, unreached areas were being engaged, a school funding model was in motion, and a small farm had begun producing—everything was suddenly scattered by war. Relocated schools in Uganda drained the organization’s resources. A new, better-located farm was established but soon struggled under ineffective leadership. What had seemed like promising beginnings turned into difficult but refining lessons.
2017: Grief, Burnout, and the Birth of
The Unlikely
In January 2017, Empower One experienced a heartbreaking loss. Todd Szalkowski—a champion of the mission, a trusted mentor, and a key supporter—died suddenly of a heart attack at age 52. His passing left a deep void in the team and marked the beginning of a season marked by grief and disorientation.
As the conflict in South Sudan intensified, Empower One leaned fully into refugee ministry, relocating NEATS into Bidi Bidi, the largest refugee camp in Uganda. A graduation ceremony held there in February unexpectedly turned into a powerful recruitment moment. Interest surged, and the temporary structures set up for training were quickly overwhelmed.
Midway through the year, Scott Heider joined the U.S. team as a development officer, bringing renewed energy to partner engagement. However, beneath the surface, both David Kaya and Mike Congrove were spiritually depleted and emotionally burned out. Their exhaustion was mirrored in the broader team—health, focus, and morale were all faltering. By the end of the year, the leadership acknowledged what had become clear: the team was not okay, and healing would have to begin with themselves.
Out of that brokenness came a bold new vision: The Unlikely campaign. Inspired by Philippians 1:12—where Paul reflects on how his imprisonment served to advance the gospel—the campaign was built on the conviction that displacement, though tragic, could become a divine opportunity.
The Unlikely launched at the 2017 Fall Banquet and introduced two grassroots ministry models:
- Jesus Film Teams: Equipped with motorbikes and solar-powered film kits, two-person teams traveled into remote villages, showing the Jesus Film and leading people to faith. Each encounter was followed by connection to a local church.
- The Mobile Evangelism Team (MET): Riding on a flatbed truck, this larger team was deployed to strengthen local churches, disciple new believers, and build lasting spiritual communities in and around the refugee camps.
It was a bold move birthed in a bruised season—but God was clearly on the move.
2018: A Harvest and a Hard Reset
The Unlikely campaign was bearing remarkable fruit. Thousands in the refugee camps were coming to faith in Christ—but with the harvest came intense spiritual opposition. Empower One teams regularly encountered spiritual warfare, including demonic manifestations and witchcraft. The frontline work was fruitful, but deeply draining.
During this season, David Kaya took a much-needed sabbatical, retreating to Nigeria for his first extended rest since his twenties. After his return, Mike Congrove followed with his own sabbatical—three months of rest and recovery during the summer. It became a time of profound spiritual renewal. While Mike returned refreshed, both leaders recognized they still needed more time to fully recover from years of nonstop ministry.
Despite internal strain, The Unlikely campaign pressed forward. By the end of 2019, it had seen 62,306 people profess faith in Christ—more than in the previous ten years of ministry combined.
The U.S. team also grew. In March, Tammy Lewis and Kelly Pearson joined to support administration, HR, and coaching. In May, Matt Jones came on to oversee short-term mission trips.
Meanwhile, major change swept across Sudan. A coup overthrew dictator Omar al-Bashir, and within 16 months, the nation declared freedom of religion—a historic breakthrough for which Empower One and others had long prayed.
Later that year, Mike sensed a shift in his calling. He shared with the board that he believed his assignment might be complete, and after prayerful conversations, it was agreed that Scott Heider would begin transitioning into the leadership role. Mike informed David Kaya of the plan during a visit to Africa, and they began preparing for the handoff.
But in March 2020, the COVID-19 pandemic hit. Plans shifted overnight. Expenses were slashed to preserve staff and operations. The leadership transition had not yet been publicly announced, which unexpectedly allowed the organization to maintain stability through the crisis. Mike and Scott chose to pause the transition indefinitely, with Scott remaining on staff while discerning future direction.
In Africa, as formal church gatherings closed, house churches rose. Many Empower One leaders found new courage leading small gatherings in homes. Neighbors who had never entered a church building began attending—and many came to Christ in these simple, Spirit-filled spaces.
That fall, Scott accepted a call to pastor his local church and stepped down from the team. Steve Grote followed shortly after. Mike resumed full leadership in the U.S., with the board granting space to seek clarity for the next season.
Within weeks, a new clarity emerged: the assignment that had ended was not his calling to ministry—but rather the specific phase of maturing churches. A new chapter had begun—one focused on reaching the unreached.
In December, Michelle Hammond joined the team as graphic designer, strengthening the growing communications team.
2021: A Fresh Wind
In 2021, Empower One welcomed two new leaders to the team: Zach Potts and David Taylor. Both brought a deep passion for mobilizing American partners to pray, give, and go. They quickly built strong relationships with the African team, helping to expand church planting efforts and increase the impact of NEATS.
This season also marked a renewed sense of unity and spiritual health within the leadership. Mike Congrove and David Kaya re-engaged in close collaboration, and the wider team began operating from a place of rest rather than striving. Worship, prayer, and abiding in Christ became central again.
David Kaya turned his focus toward strengthening pastors in existing churches, while Empower One began pressing forward once more toward unreached people groups—especially in Sudan and the surrounding regions.
God was moving powerfully. And the team could feel the wind of His Spirit at their back.
2022: Vision Expanded, Unity Restored
As Empower One prayed over the future, the team reflected on all that God had built in Kajo Keji—a powerful model of multiplication. There was a flagship church. NEATS. Christian schools. Clean water. Partner ministries. And, most importantly, local leaders who had been trained and sent.
This raised a bold question: What if this model could be multiplied?
In 2022, Empower One launched Vision 2032:
Fifteen Flagship Church Multiplication Centers across South Sudan, Sudan, and DR Congo. Each center will:
- Anchor a 500-member mother church
- Plant 50 churches in its region (750 total)
- Operate a NEATS Bible School Extension
- Provide a primary school, clean water kiosk, clinic/pharmacy, and a local radio station
The long-term vision is for these centers to become self-sustaining—supporting their churches and the Baptist Conventions in South Sudan and Sudan.
The team also clarified Empower One’s mission:
We empower local leaders in the hard places of Africa to establish churches among the unreached and under-reached for generations to come.
What began as a $660,000 church project became a $13 million movement, trusting God for every step.
Crisis + Reconciliation = God’s Glory
In April, a crisis hit.
A disgruntled former staff member falsely accused NEATS of training terrorists. Ugandan authorities, already on high alert, took the claim seriously. NEATS was shut down, students fled, and faculty lived in fear.
But even in this, God was moving.
Edward Dima—founder of NEATS and a long-respected leader who had parted ways with Empower One years earlier—stepped back in. In a powerful act of grace, he and David Kaya laid aside past disagreements to help save NEATS.
What the enemy meant for harm, God used to heal. True reconciliation took place, and a deep bond was restored between key leaders—bringing unity and glory to God.
Team Additions + Momentum
In November, Empower One welcomed Alexa Congrove to lead social media, design, trips, and help pioneer the future of college ministry. They also added “C.” (name withheld for security reasons) to relaunch and streamline short-term mission efforts.
2022 was a year of renewed vision, spiritual warfare, restored leadership, and unmistakable evidence of God’s hand at work.
2023: A Year of Expansion and Focus
In 2023, Empower One took major steps forward—on both sides of the ocean.
We officially launched our Women’s Ministry, a long-held dream now brought to life. For years, our focus had been training male pastors and evangelists. But we knew that whole communities are transformed when women are equipped in identity, healing, and spiritual leadership. This ministry now serves as a key part of our leadership development strategy.
To help champion this work, we welcomed Lori Christensen as our U.S. Women’s Outreach Leader. Lori is helping connect churches, donors, and advocates in the U.S. to the growing movement of women leaders in Africa—mobilizing support, sharing stories, and inviting others into the mission.
We also continued making progress toward Vision 2032—our goal to plant and sustain 15 Flagship Church Multiplication Centers by the year 2032. These are not just churches, but hubs of transformation with schools, water kiosks, medical clinics, and Bible training centers.
2024: Lifting the Next Generation
2024 marked the official launch of our College Ministry, connecting young adults in the U.S. and Africa for gospel-centered leadership, missions exposure, and long-term investment in the hard places of Africa. As part of this launch, Susannah McDowell joined the team as our College Ministry Leader, bringing fresh energy and focus to engaging the next generation.
We also celebrated the retirement of Tammy Lewis, who served with dedication and care in operations and administration. Her faithful presence helped shape our team’s health and effectiveness for many years.
Internationally, we expanded partnerships in Sudan and Congo, sending additional leaders to NEATS and training dozens of new pastors through our growing network of Bible school extension centers (DTIs).
2025: Dedication, Vision, and Momentum
This year, Empower One is celebrating significant milestones while stepping boldly into the future.
We officially dedicated three Flagship Church Multiplication Centers—in Yei, Malakal, and Kajo Keji. These sites are more than just churches—they are full-spectrum mission hubs that include NEATS Bible school extensions, primary schools, water kiosks, and community support infrastructure. Kajo Keji, the original home of NEATS, now serves as the mothership—the model from which all other flagship centers are patterned and launched.
A major highlight of 2025 is the near completion of the women’s dormitory at NEATS—an incredible and long-awaited addition that will expand training opportunities for women leaders. This milestone reflects our deepening commitment to equipping both men and women for gospel ministry across the region.
In the U.S., we honored two key transitions: Kelly Pearson retired, having faithfully served our team in operations and coaching. At the same time, Jodi Ashcraft joined Empower One as Chief of Staff, helping bring strategic leadership, communication alignment, and infrastructure to sustain long-term growth.
We also restructured our U.S. team for deeper impact. Key roles were clarified, systems were strengthened, digital tools were upgraded, and a refined communications strategy was rolled out to support storytelling and fundraising across all platforms. These foundational shifts are creating a more scalable, sustainable model for the future.
Meanwhile, Mike Congrove released a book capturing the story and spiritual insights behind Empower One’s journey. The book has served as a fresh catalyst to invite others into the mission and grow awareness of the gospel work happening in Africa.
Our team is pursuing Vision 2032 with renewed resolve. We are focused on:
- Expanding our partner base of churches, individuals, and foundations
- Taking more people with us to South Sudan and beyond to witness and serve firsthand
- Supporting our African leaders in deeper, more strategic ways
- Sustaining long-term momentum for the Flagship Movement