What began as a simple goal—to help teams across A2S build confidence and literacy in artificial intelligence amid a rapidly changing landscape—quickly evolved into something more. The AI Literacy Learning Pilot Program became a shared experience that sparked innovation, strengthened cross-cultural connections, and demonstrated the power of engaged leadership.
Strong leadership involvement was essential in shaping how AI could be thoughtfully integrated into A2S’s mission and key initiatives, with a focus on AI literacy, communications, and workflow automation. Leaders from A2S’s Board of Directors and Strategy & Innovation Committee—Dan Nelms and Andrew Galdi—partnered closely with organizational leadership to identify where AI could most meaningfully enhance A2S’s work.
“AI can feel abstract or intimidating,” said Dan Nelms. “Our goal was to begin with general education and a needs assessment, then use that foundation to guide A2S leaders toward applying AI for real and meaningful impact. Beyond technical proficiency, we wanted to spark the question: How can AI strengthen the work we’re called to do?”
Nelms and Galdi worked alongside Impact and Partnership Coordinator Taye Ademusire to develop the program. Ademusire began with an organization-wide questionnaire designed to assess A2S’s base knowledge and awareness of various AI tools. Based on the feedback from the survey, he developed a robust learning experience by delivering tailored learning modules aligned with job functions and leadership roles.
The program featured individualized learning journeys, with assessments to demonstrate proficiency after each module. To encourage engagement and momentum, a “team scoreboard” was incorporated, fostering friendly competition across countries. Teams earned points by completing training and demonstrating proficiency, with the highest-scoring team ultimately claiming victory.
Ademusire reflected, “The world is evolving, and so is the way we work. AI presents us with a unique leverage as to how we do the work God has called us with speed and accuracy as well as ethical integrity.”
The final phase of the project introduced a Communications Pilot, in which an AI tool was selected, implemented, and evaluated across key metrics—including efficiency, work output, and audience reach and engagement. This pilot provided a practical framework for departments to assess whether specific AI tools justified their cost and learning investment. It also modeled how A2S can responsibly innovate by weighing productivity gains against time, resources, and impact.
The influence of the pilot extended well beyond the challenge itself. More than 90 percent of A2S employees across both countries completed the training in full, and teams emerged with new skills and greater confidence in their ability to adapt within an evolving global landscape. Prior to the challenge, only 20 percent of staff reported confidence in their use of these skills; following the training, that figure rose to 67 percent. Beyond the acquisition and adoption of new capabilities, the experience also reinforced a shared understanding of how innovation can improve our work while supporting wise stewardship of our donors’ resources.
“This challenge reinforced that our culture is one of growth, collaboration, and faith-driven innovation. As the landscape changes, experiences like this ensure we remain relevant, responsive, and deeply committed to serving with integrity,” said A2S Founder Andrew Lovedale.
In the end, the spirit of healthy competition and collaboration that carried the project reached a joyful conclusion when the U.S. team received their “spoils of victory”—treats delivered all the way from Nigeria—a lighthearted yet powerful reminder that A2S’s work, learning, and community are truly global.
