AM International
In 1989 “Bob”, the company’s founder left the multinational corporate world to focus on developing
Great Commission companies. He wanted to do world-class business while facilitating church-
planting work in the 10-40 Window.
Bob bought a controlling interest in AMI, a consulting and manufacturing firm specialising in the
technology sector. Within a few months, they had four employees. From 1991 to 1993, the company
averaged sales of over $10 million per year in turn-key technologies in lighting and other high-
automation manufacturing. They currently have equity in nine operations in East Asia.
The company has managed new factories in East Asia on behalf of publicly traded American
companies, and has smaller manufacturing and representation offices in the Middle East and North
Africa. The capitalisation for these manufacturing ventures is generally US$ 1-10 million, with AMI
holding between 15 and 100 percent. They have established strategic alliances with more than 15
non-profit agencies to do education, development, and church-planting work among local East Asian
and Muslim communities.
The large investment of money and high technology gives them strong political leverage. East Asian
governments generally welcome foreign manufacturers, especially those with larger capitalisation.
When a company makes money and provides jobs for the local people, the government will not
interfere unless the business is openly breaking the law or embarrassing the government (causing it
to ‘lose face’).
Each of AMI’s operations has a Great Commission (GC) strategy co-ordinator, a spiritual
entrepreneur and consultant who networks with local church leaders and creates strategies related
to evangelism, discipleship and church planting. GCs are on the local company’s board of directors
to ensure the presence of annual GC plans that are ambitious but culturally achievable. Such plans
set goals, define purpose, and create synergy for maximum kingdom effectiveness.
AMI emphasises church-planting or ministry teams focused on cities or people groups. Expatriates
are spiritually accountable to a church or mission agency, and have contracts that describe and
specify their job descriptions and working terms.
Normally the team leader is not the general manager. Bob has found that standalone kingdom
entrepreneurs are limited both in terms of finances and effectiveness. They need to be part of a team
for accountability and encouragement. When AMI started working in a certain Central Asian Republic
during the early 1990's, the number of Muslims who were followers of Christ was fewer than 10.
Within a few years, however, AMI employees were meeting for discipleship on a weekly basis with
more than 80 Muslims who are now followers of Jesus. This demonstrates the effectiveness of a
team of kingdom professionals.
The management teams are multiethnic and multinational. This gives companies a broader network
and provides more specialisation in skills to meet targets. In companies with only national
employees, workers may struggle to communicate with multinational companies and have a limited
business perspective.
Not all the managers are Christians, but most are GC-committed Christians and no key managers
are antagonistic to the GC goals of the company. Salaries are based primarily on performance and
not donor support. It is difficult for a manager to make good decisions not tied to his or her
compensation. They do allow part-time non-nationals to receive compensation via non-profit groups.
AMI companies have significant export markets, which help to insulate against local corruption. They
also provide political leverage as the government recognises that the companies bring profits from
external markets that stimulate local economic growth.
Bob shares: “We are God’s fellow workers. We plant the seeds by using business, but God gives the
growth”.
In 1989 “Bob”, the company’s founder left the multinational corporate world to focus on developing
Great Commission companies. He wanted to do world-class business while facilitating church-
planting work in the 10-40 Window.
Bob bought a controlling interest in AMI, a consulting and manufacturing firm specialising in the
technology sector. Within a few months, they had four employees. From 1991 to 1993, the company
averaged sales of over $10 million per year in turn-key technologies in lighting and other high-
automation manufacturing. They currently have equity in nine operations in East Asia.
The company has managed new factories in East Asia on behalf of publicly traded American
companies, and has smaller manufacturing and representation offices in the Middle East and North
Africa. The capitalisation for these manufacturing ventures is generally US$ 1-10 million, with AMI
holding between 15 and 100 percent. They have established strategic alliances with more than 15
non-profit agencies to do education, development, and church-planting work among local East Asian
and Muslim communities.
The large investment of money and high technology gives them strong political leverage. East Asian
governments generally welcome foreign manufacturers, especially those with larger capitalisation.
When a company makes money and provides jobs for the local people, the government will not
interfere unless the business is openly breaking the law or embarrassing the government (causing it
to ‘lose face’).
Each of AMI’s operations has a Great Commission (GC) strategy co-ordinator, a spiritual
entrepreneur and consultant who networks with local church leaders and creates strategies related
to evangelism, discipleship and church planting. GCs are on the local company’s board of directors
to ensure the presence of annual GC plans that are ambitious but culturally achievable. Such plans
set goals, define purpose, and create synergy for maximum kingdom effectiveness.
AMI emphasises church-planting or ministry teams focused on cities or people groups. Expatriates
are spiritually accountable to a church or mission agency, and have contracts that describe and
specify their job descriptions and working terms.
Normally the team leader is not the general manager. Bob has found that standalone kingdom
entrepreneurs are limited both in terms of finances and effectiveness. They need to be part of a team
for accountability and encouragement. When AMI started working in a certain Central Asian Republic
during the early 1990's, the number of Muslims who were followers of Christ was fewer than 10.
Within a few years, however, AMI employees were meeting for discipleship on a weekly basis with
more than 80 Muslims who are now followers of Jesus. This demonstrates the effectiveness of a
team of kingdom professionals.
The management teams are multiethnic and multinational. This gives companies a broader network
and provides more specialisation in skills to meet targets. In companies with only national
employees, workers may struggle to communicate with multinational companies and have a limited
business perspective.
Not all the managers are Christians, but most are GC-committed Christians and no key managers
are antagonistic to the GC goals of the company. Salaries are based primarily on performance and
not donor support. It is difficult for a manager to make good decisions not tied to his or her
compensation. They do allow part-time non-nationals to receive compensation via non-profit groups.
AMI companies have significant export markets, which help to insulate against local corruption. They
also provide political leverage as the government recognises that the companies bring profits from
external markets that stimulate local economic growth.
Bob shares: “We are God’s fellow workers. We plant the seeds by using business, but God gives the
growth”.
Solutions, Resources And Opportunities For Your Kingdom Business
... business as no ordinary mission
Kingdom Business Case Studies
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