Summary

Dr. Kent Anderson, president of Providence University College and Theological Seminary, joins Jason Mills to discuss the school’s history, its distinct role in Christian higher education, and the pressures reshaping faith-based institutions across Canada. He traces Providence’s development from a Winnipeg Bible institute into a university and seminary serving southeastern Manitoba, with strengths in counselling, ministry formation, athletics, and international student education.

Much of the conversation centres on the financial impact of international-student policy changes and the broader challenge of sustaining private Christian education. Kent acknowledges that rural schools face especially acute demographic and economic pressures, but remains hopeful that collaboration, innovation, and a renewed commitment to serving churches can help institutions adapt without losing their mission.

Kent also explains competency-based theological education as a contextual, mentor-driven model designed to form leaders who can serve effectively in real ministry settings. He contrasts it with conventional classroom-based education, shares stories of pastors formed through mentoring teams, and reflects on leadership, institutional change, patience, and his hopes for the future of Christian higher education.

Timestamped episode timeline

00:06 — Podcast introduction and preview of competency-based theological education
02:19 — Introduction to Dr. Kent Anderson and his background in preaching, ministry, and theological education
03:29 — The origins and development of Providence University College and Theological Seminary
06:21 — What distinguishes Providence within Manitoba’s Christian higher-education landscape
07:24 — Providence’s international-student programs and the impact of recent policy changes
09:43 — Financial pressures facing Providence and private Christian institutions more broadly
12:24 — International education as both a mission opportunity and a source of institutional support
13:05 — Building global programs and adapting to a more competitive educational environment
14:17 — The future of rural Christian schools, optimism, and the need for collaboration
17:47 — Innovation, “new wineskins,” and the challenge of leading change in higher education
19:44 — Why competency-based theological education emerged as a response to church and leadership needs
21:46 — Competency-based theological education defined as starting with the desired ministry outcome
22:17 — Mentored proficiency in context and preparing leaders who can serve without close supervision
24:06 — How contextual learning integrates theology, biblical study, practice, and character formation
25:08 — Why content delivery alone is no longer enough for theological education
26:49 — Whether competency-based learning can work beyond ministry and theological education
29:01 — Stories of pastors formed through contextual learning and academic mentoring
33:02 — The role of academic, contextual, and formational mentors in a student’s development
34:42 — Reconnecting theological schools with the mission and needs of the church
38:38 — The academy as a potential prophetic voice and the importance of trust
40:20 — Addressing the greatest challenge of a contextual education model
42:57 — Experiences leading both Northwest Seminary and Providence
45:05 — What Kent would tell his younger self
46:42 — His anticipated transition from the presidency and hopes for continued contribution
47:13 — Balancing entrepreneurial urgency with the patience required for institutional change
48:53 — Leadership successes, former students, preaching scholarship, and competency-based education
50:52 — Kent’s greatest current leadership challenge
51:25 — Kent’s vision for a more contextual and collaborative future
51:55 — A candid question for future leaders
52:28 — Closing reflections, gratitude, and encouragement
53:35 — Episode outro and listener call to action

Jason Mills speaks with Bryce Ashlin-Mayo, president of Ambrose University, about the institution’s history and identity.

Bryce traces Ambrose’s roots in two denominational traditions and explains how it has grown into a university that combines professional programs, liberal arts, and seminary education with a Christ-centered, mission-focused approach.

The conversation explores the impact of changing international-student policy, the need for diversified enrollment, and Ambrose’s efforts to grow sustainably without losing its institutional character.

They also discuss how AI and other digital technologies are reshaping education and university leadership. Bryce argues that leaders should experiment thoughtfully with new tools while asking deeper questions about their effect on teaching, student support, fundraising, and institutional strategy.

The second half turns personal and practical: Bryce reflects on moving from dean to president, the rewards and pressures of leadership, the importance of curiosity and listening, and how pastoral instincts both help and complicate executive leadership. He closes with a candid look at the future of theological education: fewer traditional pathways, more mature learners, and the need for diverse forms of pastoral formation.

Timestamped episode timeline

00:06 — Podcast opening and Bryce introduction

01:50 — Bryce’s doctoral studies and technology interests

04:05 — Ambrose’s denominational roots and formation

06:52 — Expanding ministry training into wider vocations

08:22 — Ambrose’s Christ-centered educational distinctive

11:05 — Seminary growth and enrollment changes

12:44 — International students’ cultural contribution and decline

14:24 — Sustainable enrollment diversification and institutional resilience

17:14 — AI’s impact on education and strategy

20:36 — AI uses beyond the classroom

21:09 — Bryce’s journey from dean to president

23:13 — Strategy, fundraising, and leadership fulfillment

24:16 — Strategic planning, fundraising, and institutional identity

25:56 — Financial pressure and difficult leadership decisions

26:57 — Listening, curiosity, and avoiding assumptions

28:47 — Pastoral care alongside executive boundaries

31:07 — Personal AI workflow for higher-education news

32:48 — Five-year vision for a flourishing Ambrose

34:30 — Expanding programs while strengthening Christian identity

36:12 — Leading across two denominational traditions

39:27 — Mission alignment as the central hiring standard

42:17 — People and students shape institutional culture

45:43 — Relational, strategic leadership for rapid change

47:58 — Balanced pathways for pastoral formation

51:13 — Christian higher education’s changing future

53:31 — Knowing when to accelerate or slow down

54:35 — Closing thanks and final encouragement

55:06 — Podcast outro and listener invitation

Jason Mills speaks with Dr. Todd Martin, president of Trinity Western University, about the institution’s history, identity, and future. Todd traces the university’s growth from a small junior college to Canada’s largest Christian university, explaining how its mission has shaped its approach to academics, theological education, and national presence.The conversation explores Trinity Western’s expansion through its Richmond and Ottawa programs, the launch of its standalone divinity school, and the pressures facing Christian higher education—particularly international-student policy changes, financial sustainability, and shifting public attitudes. Todd reflects on his own path from pastoral ministry to university leadership, emphasizing clarity of identity, relational leadership, and creating conditions for people to flourish.The interview closes with Todd’s hopes for a visibly and culturally distinct Christian university, his view of the university as a partner to the church, and a candid outlook on the challenges and opportunities ahead for Christian higher education in Canada.

Timestamped episode timeline

• 00:00 — Podcast introduction and welcome
• 03:45 — The origins and early history of Trinity Western University
• 08:45 — Growth, enrollment, and evolving education models
• 10:35 — The Richmond and Ottawa campuses
• 13:40 — Christian institutional identity and navigating public resistance
• 17:25 — The transition from the ACTS Consortium to a standalone divinity school (TEDS)
• 22:40 — Relationship with Regent College
• 24:20 — International-student policy changes and institutional adaptation
• 26:35 — Online education and multimodal learning
• 28:45 — Todd Martin’s path from pastoral ministry to university president
• 33:35 — Leadership as problem-solving and serving people well
• 39:10 — Clarifying Trinity Western’s Christian identity and the vision for a chapel
• 45:55 — What Todd hopes visitors will experience on campus in the future
• 48:50 — Leading thoughtful people through shared mission, culture, and relationships
• 54:50 — Faculty representation, structure, and relational leadership
• 56:35 — Trinity Western’s relationship with the church
• 61:50 — The university’s hoped-for contribution to the wider church
• 63:25 — The future of Christian higher education in Canada
• 67:40 — The book Todd still hopes to write
• 68:15 — Closing remarks and episode outro

Summary

Dr. Bruce Fawcett joins Jason Mills to reflect on 14 years leading Crandall University, a season that saw major enrollment growth, debt reduction, new programs, and a broader international reach.

The conversation centers on how strong teams, clear mission, entrepreneurial thinking, and long-term stewardship can help a faith-based university grow in a challenging higher education landscape.

In this episode, Bruce also traces Crandall’s history from its Baptist roots in 1838 to its present-day identity as a Christian university with students from around the world. He shares practical leadership lessons on hiring, board leadership, fundraising, succession, self-care, and what the next phase of Christian higher education may require.

Timestamps

00:00 - Welcome, guest introduction, and Crandall’s recent growth story

02:13 - What explains Crandall’s success in a struggling sector

03:34 - The long history of Crandall University, from 1838 to today

08:48 - What makes Crandall distinct as a Christian university

10:41 - Why growth was still difficult after Bruce arrived

12:08 - COVID, online learning, and the recruitment impact

13:51 - Who thrives at Crandall as an undergraduate student

16:03 - Graduate programs and why they became growth engines

18:47 - How federal policy changes affected international enrollment

23:00 - How Bruce became president after earlier ties to the school

25:08 - What Bruce loves most about the presidency

27:38 - The hardest parts of leading a university for 14 years

31:57 - The donor moment that helped change Crandall’s trajectory

35:53 - Advice for the board and planning the next leadership transition

37:28 - Advice for Bruce’s successor on mission and adaptation

39:47 - What Bruce hopes Crandall will look like in five years

43:26 - Is Bruce really an entrepreneur in higher ed?

45:06 - Why Crandall intentionally does not accept government funds

46:23 - How to lead smart, opinionated people on a university team

48:50 - Starting with your end in mind as a leader

50:38 - Advice for schools that are still in survival mode

52:28 - What Bruce looks for when hiring his core team

54:36 - Crandall’s relationship with the church and the denomination

57:49 - Thoughts on congregational leadership and entrepreneurial ministry

60:13 - The most pressing issue on Bruce’s mind today

61:50 - The future of Christian higher education in Canada

66:17 - Self-care, longevity, and knowing when to step aside

68:46 - Oxford, sabbatical plans, and Bruce’s research focus

Summary

Jason Mills talks with Dr. Paul Spilsbury, president of Regent College in Vancouver, about the college’s origins, its distinct approach to theological education, and the kind of leadership it takes to guide a transdenominational graduate school today. They also discuss Paul’s own journey from South Africa to academic leadership, plus what he hopes Regent will look and feel like in the years ahead.

In this episode:

• Paul Spilsbury introduces Regent College as a graduate school of Christian studies shaped by a founding vision that elevated laypeople’s theological formation to the level of their professional training.

• He traces Regent’s beginnings in the 1960s, from Brethren business people in Vancouver to Jim Houston’s move from Oxford to help launch the school.

• The conversation explores Regent’s interdisciplinary character, including theology and the arts, marketplace theology, creation care, science, and biblical languages.

• Paul explains why Regent remains strongly in-person, with a cap of about 45 percent online coursework in any degree.

• He describes the type of student Regent serves best: serious learners who want deep academic engagement with Scripture, theology, and the Christian tradition.

• Paul shares his own path from Durban, South Africa, through Prairie Bible Institute, Cambridge, Canadian Bible College and Seminary, Ambrose University, and eventually back to Regent.

• He reflects on the move from academic dean to president and why he finds institutional nurturing, governance, and community-building so meaningful.

• The discussion covers Regent’s transdenominational identity and the work required to stay connected to churches without belonging to a single denomination.

• Paul outlines Regent’s leadership culture as one of shared governance, first among equals, and careful consensus-building among highly trained faculty.

• He closes with a vision of Regent as rooted in Scripture and the Christian tradition, yet alive with joy, scholarship, and public engagement.

• Whole people of God - Regent’s way of describing a formation model that serves both clergy and laity

• Rooted and alive - Paul’s guiding image for Regent’s future, grounded in tradition yet responsive to the present

• First among equals - The leadership posture he uses to describe the president’s role in an academic community

• Shared governance - Regent’s method for decision-making across faculty, administration, and board

Timestamps:

(00:00) Podcast introduction and why Regent College matters

(00:33) Why Jason has admired Regent from afar

(01:57) Regent’s founding vision and interdisciplinary identity

(07:26) Why Regent did not begin as a typical pastor-training school

(08:08) How Regent’s founding principles still shape the college

(11:10) Why Regent stays mostly in person

(14:13) What kind of student thrives at Regent

(17:48) Paul’s personal journey into theology and leadership

(21:40) How Paul came back to Regent as academic dean

(23:40) What he loves about serving as president

(25:55) A first-year highlight: steady mission and strong student intake

(28:00) Seven fully funded chairs and what that signals about Regent

(29:00) Financial pressures, international student caps, and generational transition

(33:30) Traits Regent looks for in faculty and leaders

(37:36) Regent’s relationship with churches and denominations

(40:22) Leading a transdenominational faculty through shared governance

(43:26) What Regent should feel like in five years

(47:15) Paul’s unwritten book project on Josephus and the fall of Jerusalem