An interview with Graham Frank, VP of Marketing & Communications, EMI
Q: Graham, thanks for joining us today. Let’s start with your personal journey. What inspired you to move from engineering into this unique space at EMI?
Graham: Thank you—it’s great to be here. My path started in mechanical engineering at university, motivated by a love for mountain biking and the idea that I could design better bikes. But in time, I shifted toward civil engineering, drawn by the importance of water resources and seeing firsthand how essential they are worldwide. After an internship at a design firm in Omaha, a simple Google search for “engineering missions” introduced me to EMI, setting me on a trajectory toward using my professional skills to serve others. My wife’s work in nursing demonstrated to me how technical expertise can have a global impact. Eventually, I earned an MBA, and after several years overseas—including five years in India—I transitioned into marketing and donor development at EMI.
Q: Describe EMI’s core mission and the gap it fills in global development.
Graham: EMI’s mission is to enable organizations—especially churches and nonprofits—around the world to realize international development projects such as hospitals, schools, and water systems. The essential problem we solve is that most organizations simply don’t know what they need to get their project off the ground. We guide them from concept and master planning through detailed design and construction, helping turn “messy” and mid-stage ideas into practical, impactful realities. We aim to be project enablers, serving as a hub that connects people with vision to expert design professionals who can bring their visions to life.
Q: What’s unique about EMI’s operational and funding model within the nonprofit space?
Graham: EMI is a nonprofit Christian development organization. We offer our expertise at deeply discounted rates, asking clients to contribute meaningfully, but rarely charging anything close to the typical commercial fees. In many cases—especially internationally—local firms simply can’t provide the kind of support required, especially at a pro bono rate. Donor revenue fills the gap, allowing us to keep services affordable and accessible. Our projects are overwhelmingly international: about 99.5% are overseas, in places where our specialized technical skills and network are critically needed.
Q: What are the primary marketing challenges EMI faces, given your global reach?
Graham: Our biggest challenge is becoming known before a project crisis hits. Many organizations find us midstream—when their project is in trouble—rather than at the concept stage, which isn’t ideal for project outcomes. Word of mouth is still our primary marketing channel, often through church networks or direct referrals. We’re working to broaden our presence with initiatives like a webinar series, encouraging project sponsors and supporters to “bring a friend” and help amplify our reach. Increasing awareness late in the project lifecycle is a tough hurdle, but we know early engagement leads to better results.
Q: How do you approach messaging, audience segmentation, and channel development at EMI?
Graham: We work from an audience-first perspective. EMI has complex stakeholder groups: professional volunteers, clients, and donors. There’s an ongoing tension about who the “core” audience should be. Ultimately, our focus is on the projects and project clients—we believe if we serve them well, donors and volunteers are drawn in naturally. What excites donors isn’t stories about their own generosity, but the tangible outcomes—children educated, mothers and babies saved, communities transformed. Our messaging spotlights these project stories, catalyzing engagement from all sides.
Q: Can you share an example of a strategic breakthrough in your marketing or partnerships?
Graham: One principle I’ve championed internally is what I call “catching the ball”—staying alert to unexpected opportunities and adapting quickly. A recent highlight is our corporate partnership program, a way for for-profit organizations to meet their CSR (Corporate Social Responsibility) goals by supporting EMI projects. When we formalized the program and made it easy for corporate teams to contribute and even travel with us, engagement started to scale. We want EMI to be the partner both for the visionaries initiating projects and for the corporate teams seeking meaningful impact.
Q: What distinguishes EMI’s approach to international project management and cross-cultural collaboration?
Graham: Navigating international projects means handling everything from building code and permitting to cultural dynamics and local politics. Our solution brings true international diversity: local talent who understand unique cultural waters, paired with expats who bring outside expertise and networks. We never simply export a Western blueprint; instead, we adapt designs to local context and needs, ensuring sustainable impact. That’s why EMI has a network of offices led by both locals and experienced expats, making us effective around the world.
Q: Finally, what are your key initiatives for the future, and how can people get started with EMI?
Graham: We want more organizations—especially churches and nonprofits—to know that EMI can guide their project from “concept to keys.” Our future focus is improved outreach, streamlined engagement, and expanded partnerships. The process is simple: visit our website, fill out the application form, and we will assign a team to your project. We’re eager to be the catalyst for transformational projects worldwide—big or small. For anyone interested in connecting, EMIWorld.org is the place to start, or reach out to me personally through our team page.
Q: Graham, thanks so much for your insight and leadership.
Graham: Thank you—it’s been a pleasure.