“To have a heart for the nations, one must first have a heart for the lost.”

This is what Kevin King ’90 shared with me, as he sat next to his wife, J*, in the office of their Brownstone apartment building in the Harlem neighborhood of New York City. It is a singular sentence that serves as an effective summary of what they shared over the two interviews I had with them. Among the whos, whats, whys, wheres, and hows that the Kings shared regarding International Project’s 30-year history, it is evident that “a heart for the lost” has driven every decision.

A Campus Love Story

Kevin and J met as students at 91łÔšĎ in 1989 while running on the cross country team. J, a freshman, chose to study at Cairn because she had desired to be a missionary since she was a young teen. Kevin was a more recent believer, and in his senior year, he was looking to attend seminary after graduation to become a pastor. The two began dating shortly before Kevin graduated and continued while he earned his Master of Divinity from Missio Seminary in Philadelphia. Over the course of those three years of biblical study, it became clear: Kevin and J were both called to be full-time missionaries, and they were called to do so together. The day after J’s last class at the University, they were married on campus in a pond-side ceremony off of Pine street—the last ceremony to be held there, as construction of the president’s residence began immediately after.

An Unmet Need and a Timely Mission

Kevin and J both had a strong desire to be missionaries among an unreached people group. They began praying and asking God where he would have them serve in the 10/40 window. It was during this same time that a friend invited them to see the ministry potential in New York City. What they found shocked them: Over 90,000 international students, 100,000 West African Muslims in one neighborhood, 80,000 Bangladeshi Muslims in another neighborhood, and 60,000 Arab Muslims in yet another neighborhood. Rather than living among one unreached people group across the ocean, the Kings realized the potential to live among the dozens of unreached people groups that were already converging in NYC. While, thankfully, many missions organizations have recognized and are participating in this diaspora ministry in the US, that was not the case in the early ’90s. The Kings had a vision for a new kind of missions that didn’t follow the typical playbook of crossing saltwater. Rather than moving halfway across the world to establish themselves in an entirely new culture, the Kings wanted to minister to the stranger next door. To be full-time financially supported missionaries who stayed stateside was nearly unheard of, which made it difficult to find an organization to support their work. They prayed and patiently waited for God to bring them to an organization that would support them—and that’s exactly what he did. The Kings found stateside missionary support from WorldTeam, giving them the opportunity to lay the foundation for what would become International Project.

For the first 10 years, they focused their efforts on campus ministry. English conversation groups, discovery Bible studies, and invitations to leave cafeteria food behind in exchange for a home-cooked meal were the order of the day. They built relationships with international students, shared the gospel, and discipled those who could then return home to share that same message with their families and communities. They were amazed at what God was doing. Over a five-year period, they saw seven house churches start in other countries as students returned home to make disciples.

As they continued to build relationships and establish themselves in the city, they expanded their focus to more broadly cover diaspora, including international students but also immigrants, refugees, and diplomats. Their vision with immigrants and refugees was the same as that on campus: To see the gospel spread through these new diaspora believers and see the gospel carried through relational lines to start churches in closed countries. Through International Project teams, they have seen churches begin in Iran, West Africa, and Bangladesh.

A Sending Agency of Their Very Own

For years, Kevin and J were International Project—two supported missionaries with a heart for internationals living in New York City. They were eager to add more missionaries to their team, but that process was slow-going. They started to host missionary trainings while they waited for full-time team members. The Equip Missionary Training Program, a one-year program focused on training cross-cultural church planters to start simple multiplying churches, is something they began in 2010 and continue to do today. Missions organizations from all over the country would send their new missionaries to the Kings for training—but then they would leave, continuing on their journey to do missions across the globe. The Kings came to the realization that as long as they were missionaries sent by a larger agency, they would never have the focused support they needed for their unique missions strategy of reaching diaspora communities in the US. They needed all of the resources “in house” to recruit, train, and retain a team of missionaries committed to their same mission.

In 2012, International Project officially became a sending organization. This move brought renewed focus to their diaspora ministry and streamlined their ability to serve these communities in the ways in which they felt the Lord leading.

This decision opened the door for incredible opportunity and growth, but it also came with considerable challenges. Training, mobilization, HR, finances, and pastoral care are just a few of the time-consuming and weighty responsibilities that must smoothly run behind the scenes in order for missionaries to be well-supported to do their jobs well. The Kings’ schedules were already full with the ground work of missions, so in order to succeed as an independent ministry, they needed a lot more help. But where the workload increased, God provided the workers. International Project grew from just Kevin and J to about 40 missionaries in an eight-year period. In addition to these missionary workers, they have a ten-person operations and mobilization team to support this work.

Opportunities to Expand

Campus ministry is still a significant part of International Project’s strategic plan to reach unreached people groups in NYC and, by extension, around the world. They have an average of 15 different discovery Bible studies every week across two college campuses. But the campus ministry team, led by J, is only one of eight teams that International Project now sends out. They have five teams in New York City: the campus team, two teams reaching Arabs, a team reaching South Asian Muslims, and a team reaching South Asian Hindus. They have also expanded their ministry footprint past NYC. They have a team reaching the Hindu population in Dallas, TX, and they have two teams in Rome and Central Asia to minister to the immigrant and refugee populations entering Europe.

In addition to the missionary teams, International Project also runs two thrift stores and community center in Brooklyn, staffed with another 35 employees. Both of these locations offer practical resources to the community while serving a greater, spiritual purpose. They provide a no-cost public space for ministry to happen. They offer specially designed groups and programs for immigrants and refugees, as well as a wider number of services to the broader community such as food distribution and various communal groups like kitting and art groups. Physical space in New York City is costly, but this ministry platform has proven to be a worthy investment in the extension of International Project’s presence and impact in the city.

Serving as International Project President, Kevin works with all of these teams—setting organizational vision and goals and providing training and support to the workers. For a time during their ministry expansion, Kevin was running most of the internal operations of International Project, which pulled him away from the direct ministry. But now a 10-person operations team has taken up the majority of this work, allowing Kevin to lead the organization while continuing to do the work of ministry that he desires to spend his time on—missionary training, dinner table conversations, and walking side by side with those who need to hear the good news of Jesus Christ.

Challenges to the Mission

International Project has had many causes for celebration in its three decades of operation—both in terms of organizational growth and its participation in the spread of the gospel throughout the world. They have also faced significant challenges. Attrition is one of these challenges. This challenge is not unique to International Project but one which all missions organizations face: Missionaries leave. The work is hard, expectations are not met, family dynamics change priorities, and the list goes on. What makes attrition for International Project especially difficult is their location. Choosing to minister in a city means choosing to live in a small apartment with a lot more noise, a lot more trash, and a lot more people—all at a lot higher of a cost.

“Reaching unreached people groups used to mean going to live in a jungle or a village,” said Kevin. “While these situations still exist, that paradigm of missions has quickly changed because the majority of people—including the unreached—now live in cities. The new sacrifice of missions is being willing to be stacked on top of each other.”

Politics have also proven to be a continuing challenge to International Project’s mission. The Kings believe that God, who sovereignly rules over all things, is “divinely orchestrating global migration.” But too often, the politics of immigration cloud the conversation of gospel ministry to the foreigner among us—occasionally resulting in angry emails from those who conflate International Project’s mission to minister to the foreigner with their endorsement of any particular border policy. International Project’s focus is not on lobbying immigration policies but effectively building relationships and sharing the gospel with those God has brought to their neighborhoods, no matter what policies are in place. As Kevin said, “This is an opportunity to reach the nations, regardless of politics. Our focus is not on one’s government status in the country but one’s spiritual status in the Kingdom of God.”

A Continuing Work

It is hard to tell the story of International Project apart from the Kings. In many ways, it is their story. It has been 32 years since their pond-side wedding on Cairn’s campus, and for 30 of those years, they have worked side-by-side in a ministry that they built from the ground up. It’s a story they get to share, a legacy that deserves to be celebrated. But at the same time, we recognize that this is, ultimately, God’s story. Lord willing, International Project will continue to reach unreached people groups around the world long after the Kings are gone. And even if International Project, the 503c, were to end before the Lord’s return, the International Project—the Great Commission of bringing the gospel to Judea, Samaria, and the ends of the earth—would continue, because the Lord has said it to be so.

If you are interested in serving with International Project, visit .

*Identity hidden due to the sensitive nature of her ministry work.

When Kenneth Mercadante ’18 graduated from the business administration program at Cairn, he had in mind to one day be a business owner. He did not, however, have any intention of owning his family’s business.

Ken’s father began Dura-Plex, Inc. in 1972, a small home renovation business in New Jersey. While it would in some ways be natural for Ken to follow in his father’s footsteps, he had no interest. Growing up, he watched his father experience the grueling challenges of working in the home improvement industry, particularly in the aftermath of the 2008 recession. He wanted to follow his father’s example of business ownership, but this particular industry was off the table, at least so he thought.

Ken began working at Jersey Mike’s Subs shortly before graduation, with a goal of one day becoming a franchisee. While he enjoyed much of the work there, he decided the casual restaurant business was ultimately not for him. It was at this same time that his dad approached him and his brother Anthony about buying Dura-Plex. More willing than he was once before, and after much prayerful consideration, Ken left Jersey Mike’s and bought the business with his brother in 2020. 

Over the past five years, Ken has learned a lot about the business of leading people. Dura-Plex is a small business, but the nature of their work requires a large number of staff. Business ownership comes with a long list of responsibilities, but Ken believes that person management is one of the most time-consuming but important investments. This is why his faith in Christ is so central to his business operations. As Ken shared, “Your team is relying on you as a leader everyday. Your mood sets the tone, and your work ethic is being used as an example. You need to be completely invested and interested in your people in order to run a successful business.”

His faith also directs the way Dura-Plex engages their customers. In an industry where large corporate companies play tricky sales games or pressure customers, Dura-Plex is committed to transparent pricing and a customer-first culture. Whether roofing, siding, decking, doors, or windows, most of Dura-Plex’s services are those that their customers will do once in their lives. These projects are important investments, and Ken and his team are committed to treating every project with that same level of value. Operating on these principles, Ken is pressing forward in his goal to make Dura-Plex New Jersey’s most trusted exterior remodel company.

Sabrina-Rose (Mason) Benedict ’18 has always described herself as “crafty.” Shortly after graduation, she was working as an office assistant and looking for a new hobby to do in her spare time. She picked up a few skeins of yarn and taught herself how to make a finger-knitted blanket using a YouTube tutorial. After making a few and sharing her final results online, she found herself being commissioned to make more blankets for friends and family. With their encouragement, she opened “Sab’s Blankets” and began selling at local craft shows. 

To pair with the blankets, Sabrina also began making pillows. One night, while sitting on her couch in the middle of pillow-making, she couldn’t help but think that the half-done pillow resembled an octopus. She reworked her pillow pattern into an octopus stuffie pattern (appropriately named “Ollie”), and once stuffies were on the brain, she created patterns for several plush characters including Beatrice the Bumblebee, Popper the Penguin, and Willie the Whale. These stuffie patterns quickly became her best-seller and business exploded, leading Sabrina to change her business name to “Sab’s Stuffies” in 2022.

Sabrina’s business growth can be largely attributed to her social media presence. On @sabsstuffies, Sabrina promotes her products, shares finger-knitting basics and solutions to common issues, and gives viewers a glimpse of the unique circumstances related to being a crafter and business owner. Through this, Sabrina has built an online community of crafters (over 1.5 million strong) to teach, learn from, and share with. 

Running a business with such a large online presence comes with challenges. Among the thousands of positive comments and shows of support, dissenting voices inevitably make themselves known. Sabrina shared that it is easy to let these comments destroy your confidence in your work, but “having a broader community of people that are constantly speaking life and encouragement to me helps drown out the negative noise when it arises.” This community is something that she values most about her business model and reminds her of the community she shared on the cross country team and with her roommates and friends at Cairn.

With over 15,000 sales and counting, Sab’s Stuffies shows no signs of slowing down. Making the most of her toddlers’ nap times, Sabrina is continuing to add to her line of products, film tutorials, and sell at local craft markets. She currently has over 23 patterns released and has plans to launch at least 10 more in 2025. 

Abigail (White) Edman ’21 is a Rhode Island native who always loved the beach. Growing up, she found that all major beach brands were influenced by the West Coast and didn’t reflect the unique experience of East Coast beach towns. The dream of creating an East Coast beach brand burned in the back of her mind for years until her husband, Caleb Edman ’22, encouraged her to make it a reality. The Sundance Company was born in Summer 2022.

Sundance is a distinctly East Coast swim and beachwear brand that is inspired by New England summers. Abigail designs sustainable swimwear that is made from recycled materials and produced in small batches. In addition to her East Coast wear, she will also offer limited time runs that reflect other coastal destinations she’s visited, such as Costa Rica, where she studied abroad during her undergraduate studies in the School of Business.

What started out as a small direct to consumer e-commerce business became a brick and mortar store in April 2024. Set in the bustling vacation spot of downtown Newport, The Sundance Company stands just a half-mile from the beach. With only 200 square feet of retail space, Abigail has had to come up with many creative solutions to make the most of every inch of space available. The limited space has not limited her sales, though. Having a beachtown storefront has increased her sales and placed her within a network of other local business owners who support and encourage one another.

Her faith in Christ impacts every decision she makes for her business. It is the reason why the shop is closed on Sunday mornings. It prompts her to write Bible verses on packages before she ships out a new order. It is her motivation for thinking carefully about fashion and making conscious decisions to source products ethically, combat overconsumption, and steward the earth’s resources well. As the name suggests, Sundance is positioned to be a bright light in the community that conducts business with excellence and integrity.

In the future, Abigail wants to see her brand grow enough to the point that she can take a step back out of the day-to-day operations and focus solely on design and development. But for now, she is grateful for every day she has been given to build a brand that brings attention and gives back to the East Coast beaches that shaped her.  

If you’re looking for Katie (Ranck) Byler ’05, you’re likely to find her outside in the garden. This statement has been true for over a decade, but it became even more true after she launched Greystone Manor Gardens in 2020.

Greystone Manor Gardens is a one-acre growing space set on Katie’s parents’ farm in Lancaster County. It includes fifteen 130-foot rows of flowers, with nearly half of that space being dedicated to over 150 varieties of dahlias. Katie specializes in growing dahlias, which bloom in the fall. She shifts her focus to peonies in the spring, in addition to growing 40 other flowers and cut greens. Her business is primarily wholesale, selling directly to florists and event designers who make beautiful arrangements from her flowers.

Katie’s love of gardening began to bloom shortly after the birth of her first child. Even when this backyard hobby turned into an opportunity to start a small business, her primary occupation of motherhood stayed central. As best as she can, she plans her busiest seasons for the school year. And when work is to be done in the summer, it is a full family operation. Katie employs her parents, sister (Jen [Ranck] Zwaska ’01), four children, nieces, and nephews to help with everything from prepping the fields to delivering the flowers. 

For business matters outside the garden, Katie heavily relies on her husband, Chase Byler ’07, an alumnus from the School of Business. Katie is a graduate from the elementary education program. While she stopped working in the classroom after becoming a parent, flower farming has given her the opportunity to put her education to work once again. Since starting Greystone, Katie has had the opportunity to teach about growing dahlias at a growers’ expo, host floral design parties, and teach children about running a business through Junior Achievement. 

Katie admits that maintaining a good work-life balance is the most difficult part of her business. She wants her role as a wife and mother to remain primary in her life without sacrificing the needs of the farm. As her kids get older, this balance gets trickier, but Katie says she would be remiss if she didn’t recognize the blessing of the position that she is in: “It is truly a gift to work outside in God’s creation with my family, growing flowers that reflect him and his creativity.”

Steven Bowles ’03 had dreams to work for himself and run a business of his own, but he didn’t rush to get there. Graduating with a degree in business administration in 2003, he spent several years in sales and business development before transitioning into a career of wealth transfer planning. 

Five years into this new career, he mentioned to his wife, Christiana (Melillo) Bowles ’04, that this was the industry in which he wanted to strike out on his own, but he didn’t think he had the experience or credentials quite yet to do so. He decided to pursue additional credentials and broadened his responsibilities at his employer to gain the experience needed. After two years, his employer needed to suddenly close their doors, giving Steven the final push he needed to fly solo. He opened in Fall 2022. 

Catalyst is a life insurance advisory group that takes a personalized and collaborative approach to wealth transfer planning. As a Chartered Life Underwriter, Steven offers independent advice for advanced planning and life insurance to help clients choose the right policy based on individual needs, understand terms and conditions, and navigate the claims process. He also manages a number of high net worth clients and assists them with their wealth transfer planning. 

While it is part of the challenge of business ownership, one thing that Steven enjoys the most about working for himself is the ability to make quick decisions. He’s the boss, which means that he has the opportunity to make business decisions as quickly and efficiently as he desires. The “power to say ‘yes’” is something he enjoys and has been good for elevating the profile of his business on several podcasts. 

The strategic emphasis that he places on networking has only been further enriched by his growing circle of like minded clients and partners who share both a faith in Christ and a desire to do business well. This community of believers is something he had during his undergraduate studies but had been missing for the first few decades of his career, and he is very grateful to have these relationships supporting his work once again.

In an industry often “wrought with confusion,” Steven enjoys bringing clarity and peace to his clients as they make long term financial decisions. He desires to continue to build a business that honors the Lord and, one day, have the opportunity to pass his business on to his sons.

“If we ever did move to a farm, what would we name it? Jones Family Farm?” This was the question Kevin Jones ’09 posed to his wife, Kristin ’10, before any realistic chance of moving to a farm was plausible.

“I have an idea,” Kristin replied. “Like a Mustard Seed Farm. It’s a bit of a mouthful, but we would need faith every single day.”

“I like it. But we’re not becoming farmers anytime soon.”

One week later, Kevin took Kristin’s hand as they toured a vacant farm property, 30 acres of neglected farmland in Perkasie, PA. As they walked, Kristin’s head filled with questions:

We can’t afford this farm. There’s no way this is a responsible decision. But why does it feel right? How could we farm without skills? What do we do with this seemingly barren land? Is it right to uproot our kids and force them into this stressful lifestyle? Jesus, you need to make it very clear. What do you want us to do?

They stopped. Kristin looked down. The realtor was speaking, but she didn’t hear his words. At her foot was a wild mustard plant.

“Kevin, do you know what this is?” she asked.

“A weed?”

“It’s a mustard plant.”

They looked at each other and immediately understood. This idea of two non-farmers starting a farm that would be the sole income for their family was only crazy if the Lord was not in it. It is something they could only do by his strength and with faith like a mustard seed.

Guess we had a name picked out after all.

Kevin and Kristin managed to meet and fall in love during the three semesters that Kevin spent on campus after completing a year at WWC. “We became fast friends, and after Kevin came to his senses, we became a couple.”

Several years and a couple of kids later, Kevin was working in a management position at a local Chick-fil-A with the intention of one day becoming a store operator. He wanted to own a business where he could involve his family and pass it on to them one day. That dream remains, but it now involves a lot more than just chicken.

At the height of the Covid frenzy in May 2020, Kevin was laid off. In June, they found the mustard plant. And by Labor Day Weekend, their family of four-soon-to-be-five had moved into the old farmhouse on the newly established “Like a Mustard Seed Farm.”

When reviewing this nearly single-season timeline, “rushed” might be a word that comes to mind. The Joneses would be the first to admit it was a whirlwind. They will also say it was all in God’s perfect timing. You might also think, “What qualifications do they have to be farmers?” They would respond, “None whatsoever. We’re terrible farmers. But we love people. And God had bigger plans for the farm.”

Shortly before Kevin lost his job, Kristin had been struggling with various health issues that pushed her to research the food she was eating and feeding her family. A graduate of the University’s School of Education, Kristin loved to read, research, and share what she was learning. She read a lot about regenerative farming: how working with the land and the natural integrated ecosystems God designed produced a kind of food that was better for not only the environment but also for those consuming it. This research cast a vision. How wonderful would it be to have their own little regenerative farm, where chickens lay soy-free eggs and fertilize the ground so that berries, tomatoes, and fruit trees can thrive in rich soil and produce good food for their family? So while Kevin’s job loss was difficult, it was the catalyst they needed to make big decisions and press toward a goal that had been building for some time.

Kevin and Kristin consider themselves first-generation farmers, although if they’re getting technical, they will say they are “skip-a-generation” farmers. Kevin’s grandparents had a rich legacy of farming, but like many families, the struggles they encountered led their children to choose different lifestyles. Kevin’s dad became a farm machinery mechanic, which meant that Kevin was raised farming-adjacent but missing the bulk of hand-me-down, practical farming knowledge from his ancestors. They were not totally starting from scratch, but they were still left to learn those essential first-time lessons themselves.

So, that’s the resume. A lot of research, some family in farming, and a dad who knew where to get and how to fix some essential machinery. Oh, and faith like a mustard seed. That’s the part that made it all work. Work exactly as they intended? Definitely not, but the farm stands today as a testament of God’s faithfulness to bring forth exactly what the Joneses needed for their family and farm to thrive.

Plow to the ground, the Joneses found themselves in their first couple years of farming with more failures than successes. Their entire colony of honeybees died in the first winter storm. A sunflower field that Kristin planted by hand never shot up. Out of an entire field of fruit tree saplings, only one turned into a (rather small) tree because of a drought. These failures came in-hand with small wins, like thriving tomato plants and an abundance of eggs, but nevertheless, it was hard to not be discouraged. If the ground did not produce, the farm would not have produce to sell. And without produce, the farm would never be able to support their family. Something needed to change.

With a lot of prayer and reflection on everything they learned from their failures, Kevin and Kristin made the decision to change the model of the farm from production to education. This idea started with processing chickens. A homeschool co-op approached Kevin and Kristin and asked them to teach them how to butcher chickens. Though they were shocked to hear there was interest, Kevin and Kristin created a lesson plan and taught elementary-aged kids the process from start to finish. Defying all expectations, the day was a hit. Kevin and Kristin looked at each other and said: “Whatever that was, we want to do more of that.” And the business model of educational programming was born.

Kevin had the idea for an “adopt-a-hive” program for local families. The families helped build and decorate bee boxes, learned the essentials of beekeeping, and continue to visit the farm monthly
to take care of the hives and harvest their own honey. This gave the Joneses the opportunity to invest in and learn alongside families as they raised their children. Suddenly, the amount of honey the farm could produce was no longer the goal. It became about people, giving them a theology of food, and bringing them back to a garden. It was using the mustard-seed faith to build the Kingdom of Heaven.

This education model has since permeated every other part of the farm. The Joneses grow and raise a little bit of a lot of things to have a diverse ecosystem that works together. They invite the community to participate in nearly every part of it. The bees pollinate the wildflower field, which is a local pick-your-own attraction every summer. Elderberry shrubs bloom every summer so that moms can pick berries and turn them into medicinal syrups. The chickens lay eggs and are moved all over the farm to receive the best feed and then later fertilize the ground. Pasture-raised turkeys turn into the best thanksgiving dinners for a small number of local families. The same goes for the pigs. Cows, goats, and sheep also do their part to contribute to a farm that thrives from the presence of animals and crops.

They’ve also extended this farm education into summer camps focused on farming and wilderness schools. Children at farm camp learn how to care for chickens and collect eggs, beekeep, and steward the land. Wilderness camp gives students vital survival skills like fire-building and shelter-making. Passionate about homeschooling, the Joneses see every facet of their farm as an opportunity to invite other homeschool families to learn about God’s creation and build valuable life skills that are no longer commonplace. They have a thriving homeschool co-op that meets weekly on the farm to learn in and through God’s creation.

Owning a farm was never part of Kevin or Kristin’s original idea of what their life would look like together. And while the farm did eventually enter that picture, its present state looks vastly different from their initial intentions. But that’s what makes the story of “Like a Mustard Seed Farm” so beautiful. It is a journey that turns moments of unexpectedness into testaments of God’s faithfulness, simply because two people were willing to step back from their dreams and let the Lord lead.

This article was originally published in the Fall 2024 issue of .

Festivities began on Friday evening with a special piano recital performed by faculty and alumni from the School of Music. This recital marked a significant celebration—commemorating Cairn’s 20 years (and counting) as an All-Steinway School. Afterward, alumni and friends of the University gathered for a dessert reception, sharing memories and looking forward to the events of the following day.

Saturday’s events began several exciting alumni athletics games as well as a brunch that gave alumni, students, and families a chance to mingle and fuel up for the busy day ahead. Brunch was followed by campus tours, offering alumni the opportunity to revisit familiar spots and see new features like the University’s recent addition to the Stillman Plaza: a new pergola that functions as a stage, seating, and more. This installment came as a generous gift donated by the class of 1974, whose members, though they hadn’t studied at the current campus, were eager to give back to their alma mater in a tangible way.

Some of the other highlights of the day’s events included a robotics demonstration, a sheep petting zoo and a scavenger hunt, which were particularly exciting for some of Cairn’s younger future Highlanders.

91łÔšĎ also celebrated their other campus aspects, sports and music. With various athletic games and live performances happening throughout the day, the contagious team spirit filled the campus and live music lingered as people mingled.

The weekend’s success–despite the rainy conditions—is a testament to Cairn’s ongoing mission to create a strong sense of community among its students, alumni, and faculty. Attendees left the event not only with fond memories but also with anticipation for next year’s Homecoming, eager to return to their alma mater and continue building on the connections they have forged. For more details on future events and to stay connected, visit 91łÔšĎ’s Homecoming page.

Breana Farrell ’17/G’17 graduated in 2017 from the accounting + MBA dual-level program and was immediately hired by Tait Weller, the same accounting firm that she interned with the previous year. At Tait Weller, she worked her way up the ladder while she studied for her CPA exams: first an audit associate, then a senior, and then a supervisor.

Breana earned her CPA credential at the end of 2020. As a woman of color in a male-dominated profession, she knew this was an important step in her career. After six years at Tait Weller, she accepted an audit supervisor position at Citrin Cooperman, a Philadelphia-based accounting firm. In this role, Breana leads a team of accountants who audit the books of several businesses and corporations.

Some might assume a Christian college education is a hindrance on a resume for a competitive and secular career field. Breana believes that earning her degree from a Christian university like Cairn gives her a competitive edge in the job market:

“Being a Christian in the business world is probably the biggest advantage I have, especially in auditing. There is so much unethical behavior that can happen in business, so the fact that my integrity is not just a job responsibility but an essential part of my character is an extra layer of assurance for employers. I don’t ever question, ‘Should I sweep this under the rug?’ or say, ‘This is not exactly right, but we’ll let it slide for the bottom line’ because my reason to be honest is, ultimately, my relationship with Christ not my job.”

Breana’s faith, her parents’ service-oriented Jamaican background, and the Cairn mission also motivate her to use her gifts and knowledge of finance to help the broader community. She serves as treasurer of Young Caribbean Professional Network, sits on the finance committee of Alpha Care, and is a member of the National Association of Black Accountants. In the future, Breana would like to, in addition to owning her own accounting firm, open a nonprofit that offers financial services to underserved communities:

“Volunteering has given me the opportunity to see that a great need exists for financial literacy and services in underserved communities,” said Breana. “Financial literacy is not taught adequately in schools, and hiring a finance professional to fill that knowledge gap is a luxury many individuals cannot afford. My goal is to use the knowledge and skills that I have and offer them to those who need it most.”

This story was originially included in the Spring 2024 issue of .

Learn more about the Accounting (BS) + MBA dual-level program.

Paz’s career with ChoiceOne began as a volunteer. She started serving as a mentor at this women’s resource center in 2003, partly because her sister was a teen mom and she wanted to come alongside other women who were in similar positions and facing similar choices.

After her husband passed away from brain cancer in 2006, Paz felt the Lord calling her to serve him more fully, potentially as a missionary. She enrolled at the University the following fall—originally just for a Bible degree, but she later decided to continue her education in the MS in Counseling program. The more she learned about Christ, his Word, and the counseling profession, the more she was able to serve and mentor women at ChoiceOne.

Paz transitioned from volunteer to counselor after finishing the clinical third year of the counseling program in 2017. Her first language is Spanish, so she is able to uniquely contribute to the organization by taking a caseload of primarily Latina women who benefit from receiving counseling in their native language.

In addition to the measureless impact she has had on the lives of women, one of the most significant contributions Paz made to the organization was assisting in the launch of CO2, ChoiceOne’s professional counseling center. A play off of the organization’s name, CO2 is where women “exhale” and are able to talk with a professional counselor who can help them work through various issues. Because of the generosity of staff and donors, these sessions are offered at little to no cost for those who need it.

While ChoiceOne and CO2 meet very practical needs— from ultrasounds and prenatal mentoring to diapers, formula, and professional counseling—these are not simply pro-life services but vehicles to further the Kingdom of God. Paz has stayed at ChoiceOne for over 20 years because the gospel stays at the center of her work:

“I enjoy being able to bring hope to these clients who come from hopeless situations, letting them know that there is hope, and introducing them to our heavenly Father, who is the God of hope,” said Paz. “And I can do this with an empathetic heart. I’m still facing a great loss, but I know that God comforts me in that loss, and he can offer them the same comfort.”

This story was originially included in the Spring 2024 issue of .

Learn more about the MS in Counseling program.