All-Star Case Studies

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2020 Case Study - Victory Mission + Ministry

Springfield, MO

2019 Revenues:
$2.4 million

Employees: 36

Critical Numbers™:
Net Cash Reserves and Number of Incremental Changes for
Individuals Served

Organization Background

Victory Mission + Ministry provides outreach and restoration to those in need. Individuals can receive a day's worth of food at the mobile food pantry, clothing items, access to case management, classes, and counseling services, and men’s short- or long-term shelter. When individuals come for food, clothing, and shelter, Victory wants to develop relationships that encourage life change and restoration. Victory believes everyone has a name, a story, and great potential. The ministry wants those in the restoration program to live in a supportive community with high quality employment. Victory’s mission is: “We share God’s love through intentional relationships for the restoration of a brokenhearted world.”


Victory Mission would like to grow the culture by empowering the staff and teaching them to manage finances in their areas of service. Many staff have limited understanding of how the organization is funded. As a strategic goal and as a way to increase opportunities for positive growth, Victory is looking for ways to alleviate long-term debt and free up finances.


Inspired by other non-profit success stories in Springfield like the work done by Cindy Stein in the government offices of Greene County and Katie Davis at Big Brothers Big Sisters of the Ozarks, Jason Hynson, Executive Director of Victory Mission turned to The Great Game of Business® (GGOB) to help stabilize his organization’s finances.


Victory Mission continues to hit its stride. The Victory team is embracing transparency throughout the leadership and human resources, increasing collaboration. The staff were empowered with the finances. It gave them a real picture and the confidence to make decisions and understand Victory’s goals and direction. As a result, cash is up, debt is down (long-term debt has been cut 64%), and the team culture is empowered. “Less than two years ago Victory’s staff were negative and hopeless to any sort of growth,” says Hynson. “Victory was in reaction mode and there was no strategic thinking, no vision. Victory is more alive because of The Great Game of Business. It is a culture cultivation tool. It allows a voice for people to be transformed into members of a team. GGOB was critical to the Victory Mission turnaround project.”


“I think GGOB has now become my ‘norm.’ I expect that other organizations encourage transparency and invite thoughts and input from all levels inside the company. I have been surprised at how unique following GGOB principals is.”

~Amy Fouse, Outreach & Family Ministries Director


Spotlight on the Pandemic

The services Victory provides the community are needed more than ever in the wake of the pandemic. This has increased pressure on Victory staff to not only prioritize how to keep staff and community members they serve safe, but also how to keep close watch on their weekly, monthly, and annual forecasts. In the past, much of that pressure would have fallen on the shoulders of the executive director. But now, thanks to practicing GGOB, answers and solutions are coming from all levels of the organization and every department. “We are now having conversations at a level of detail that I’ve never experienced in any other non-profit,” says Hynson. “We keep making incremental changes in ways where everyone understands that the better stewards we are of our money, the more impact we can have on our community.”

“Playing GGOB has informed me on the day-to-day tasks in the other branches of Victory Mission. Knowledge is power.”

~ Lydia DeWeese, Warehouse and Pantry Leader

MiniGame™ Spotlight

Victory Mission LOVES Donuts! As a result, many of the MiniGames the team plays involve donuts (and pizza) as rewards. For example, one MiniGame focused on a training requirement for the insurance company. Victory needed the entire staff to complete an online training within four weeks. If the entire staff completed the training within one week, there was pizza and donuts. After two weeks, there was just pizza for everyone. Then, after three weeks it was just donuts. If they took the entire four-weeks to complete the training, the staff would get nothing but the satisfaction of doing what was required. In the end, the team completed their training in three weeks—which they celebrated with a bounty of donuts.

What’s Next?

Going into 2021, one of Victory Mission’s goals is to continue to develop empowerment tools for its managers. The two biggest areas of the “level up” Hynson is targeting are the budget (annual forecast and monthly forecasts) and the actual amount of money spent. “This meeting outside of the weekly huddle will be critical to empower and growth,” he says. Additionally, Victory plans to increase its tracking ability when it comes to its program critical number. “The moments of incremental change are both quick and long-term” says Hynson. “I have never worked somewhere where staff appreciate the environment and the work—and it’s hard work! It’s so rich. The ‘feel’ is family. I don’t even think about other workplaces. I just couldn’t imagine being anywhere but Victory!” 

“The Great Game of Business has connected everybody from every department and has given everyone a more solid perspective on all of the moving pieces within our company. We are more unified for it, and we have far more insight into what each individual does and how we can all help each other.”

~ Charles Romine, Restoration Administrative Assistant Apprentice



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