Dr. Reggies Wenyika, a distinguished educational leader with three decades of academic and executive leadership experience, started as Rochester Christian University’s 11th president in June 2025.
He previously served as president of Ottawa University Kansas from 2018 to 2024, and at Southwestern Christian University in Oklahoma from 2014 to 2018.
Throughout his career, Wenyika has led institutional turnarounds, guided accreditation processes, expanded academic programs, increased student enrollment and diversity, and cultivated partnerships with communities and donors.
Here, in conversation with Lora Hutson, associate professor of mass communication, he shares some of his story and his vision for RCU.
You’ve served as university president at two institutions. Can you expand on your experience in those roles? What’s the day-to-day like for a university president?
I like to joke that I was, at first, an accidental president. In 2014, I was serving as provost and on the presidential search committee at Southwestern Christian University. Several people nominated me, and during one of our early committee meetings, the chair actually stopped the process and said, “Why don’t you step out and start working on your application?”
What really pushed me over the edge was my daughter — she was 16 at the time. We were in the car discussing the position, and she said, “You should apply because you care.” That hit me. She reminded me of all the Saturday morning breakfasts we had where we’d swing by campus to “check on the kids.” It had become part of who I was.
So I applied. And eventually, I stepped into the role. As president, you’re the CEO — responsible for everything. You oversee five major areas: enrollment management, student life, advancement and development, fiscal affairs and academic affairs. You equip your executive team with resources and guidance, and you report to the board.
But here’s the catch — everything falls on you. From how students feel about the toilet paper to whether alumni are proud of their degrees. You’re responsible for morale, performance and the public image of the institution.
Being a university president means balancing many different tasks. How do you manage those responsibilities on a deeper level?
It depends on the maturity of your executive team. If the team is experienced and in sync, you can spend more time outward-facing — fund raising, friend-raising and representing the university. But if the team needs more hands-on support, you’re more inward-facing.
At both Southwestern Christian University and later at Ottawa University, I was very involved in enrollment. We were extremely enrollment-driven, so I’d get a report at 7:10 a.m. every day. I could tell you where we were with deposits, how that compared to last year, and what actions were needed to close any gaps.
I became what some would call an “enrollment president.” We had to do more with less and watch the budget closely. But we saw great results. At Ottawa, we grew enrollment by an average of 7% each year. In fact, we hit an all-time high of 1,070 students. — breaking the institution’s historic record of 1,066 set in 1969.
What is the most difficult part of being a university president?
The most difficult part is managing expectations. Everyone — from the mayor to the community to faculty and staff — has different assumptions about what a university president should be doing. Some expect you to be highly visible in the community, while others expect you to focus solely on internal operations or fundraising. It’s impossible to satisfy all those expectations at once. No matter where you spend your time, someone feels like you’re not spending it in the right place.
There’s a saying that the presidency of small liberal arts Christian colleges is one of the most stressful jobs in America. I believe it. I had mentors who advised me not to take this path, suggesting community colleges instead. But for me, this is a calling. Some leaders focus on self-preservation and seek out the easiest path. Others, like firemen, run toward the fire. I’ve always been the fireman. I know how to survive in the trenches and get things done with limited resources.
Ultimately, the hardest part is constantly reinventing yourself, especially when you haven’t planned on it. You need the personal versatility and professional foresight to adapt, to innovate, and to bring others along — even those deeply entrenched in tradition. Particularly at church-related schools, institutional inertia can be a real barrier. People romanticize the past instead of looking to the future, and it’s my job to redirect that focus forward.
What’s the most rewarding part of being a university president?
Graduation day — without a doubt. Handing students their diplomas is the most meaningful moment, especially when you know the personal story behind that walk across the stage. Maybe it’s a first-generation college student, or a student whose parent lost a job during COVID, and you helped find a scholarship to keep them enrolled. Or the student who was once on academic probation and turned things around. When you shake their hands, knowing what they overcame, it’s incredibly fulfilling.
Sometimes, years later, you’ll run into someone who says, “You changed my life.” That’s not something many professions can offer. Bankers, lawyers or even some doctors don’t usually hear that 20 years down the road. But educators do. As a university president, you’re an agent of transformation. When your leadership helps a student find upward mobility, realize their potential, and fulfill their purpose — it’s worth all the challenges.
You are the first president of RCU who doesn’t come from a Church of Christ background. How can you honor that heritage while also expanding the university’s role as an ecumenical organization?
First, I’m deeply honored to serve in this role. Not only am I the first president of RCU from outside the Church of Christ tradition, but as I understand it, I’m currently the only president among all the Church of Christ colleges nationwide who isn’t from that background. I’ve been on five or six of those campuses, and I know what the Church of Christ stands for. I’m familiar with the Stone-Campbell theological heritage. I didn’t grow up in that tradition, but I’ve been closely connected to it for years. While I didn’t grow up in the Church of Christ, I’ve had deep exposure to its theology and practice.
Honoring the Christian identity and heritage of this institution is a sacred trust. RCU was founded for a reason, and by people who believed God had a purpose for it. We’re not here to glorify the past, but we do need to discern what in our past reflects God’s will for our future. What makes RCU unique? We’re not Lipscomb, Harding, Abilene, York or Pepperdine. We are RCU — and we must understand what makes us who we are. Part of that identity lies in the theological DNA from our founding. While some may be uneasy with the term ecumenical, I embrace the broader idea behind it: the belief that we are Christians, though not the only Christians. It’s the recognition that anyone who names the name of Christ belongs to the family of God. That’s consistent with Pauline theology and the teachings of the New Testament.
What does this mean for the future of RCU’s identity and community?
I believe we have far more in common than we have differences. Too often, people look for reasons to divide, but my commitment is to focus on what unites us. We will seek to include more and more Bible-honoring churches in our circle of love — even if some of them choose to exclude us from theirs. Christ said people will know we are his disciples by our love. That’s what distinguishes us.
We will renew our commitment to integrating faith, learning and living. All students who come through RCU — whether they come from our faith tradition or not — will feel loved, valued and appreciated.
I would not have taken this position if I didn’t believe I could live out my faith authentically. I am a Christian first, before any title or role. My relationship with Jesus Christ is something I take very seriously.
What are RCU’s biggest opportunities and challenges in the next five years?
First, we need to clarify our brand — clearly and courageously. Once you define a brand, you’re branded, and that requires boldness. You have to be able to say confidently to the world: “This is who we are, and we’re perfectly comfortable being known for it.”
When we clarify who we are and what we stand for, we can then elevate that brand. As our brand rises, so does the respectability of our degrees, the notoriety of our institution, and our ability to attract major funding and enrollment. That’s how RCU becomes a destination university.
Second, we must chart a path toward financial prosperity for the university. This isn’ t just about keeping the lights on — it’s about future-proofing RCU so it can thrive for decades to come. I want someone in the year 2059 to be celebrating RCU’s 100th anniversary with pride. That means putting in place sound financial strategies today to support tomorrow’s vision.
Third, we need growth — but not just any kind of growth. We must grow in both quality and quantity. Looking good is one thing. Being good is another. Too often, institutions focus on appearances without building real substance. Thus, we need strong internal structures and policies, a focus on sustainability, and a commitment to academic and institutional excellence. It’s about building both the appearance and the reality of a high-quality university.
I believe in the principle that “Power creates form. Form doesn’t create power.” You don’ t start by dressing things up on the outside and hoping you end up with something strong. You start with something powerful — a compelling mission, a strong identity, bold leadership — and then build the form around it.
How do you envision the university’s role in the local community?
RCU exists to serve the community in several meaningful ways. We’re here to be:
- A point of reference for prevailing thought and key issues — both local and global.
- A resource for citizens seeking understanding and answers about the world around them.
- A partner in service — our students will be involved in service-learning and out in the community, making a tangible difference.
- A programmatic supporter — offering local programs that directly benefit residents.
- An educational home for the children and grandchildren of this region’s families.
We also recognize that alumni who live near the university are more likely to stay engaged. So, we want to be deeply rooted in our local environment — not only to serve, but to build lasting connections. In every way, we are here to serve.
How would you describe your leadership style?
I would describe myself as a transformational servant leader. When it comes to my management style, I like to use the word incarnational. Some call it “management by walking around,” but for me, it’s about being present — spirit, soul and body. I want to be where the people are. I don’ t micromanage, but I do pay attention. For example, if someone comes into a budget meeting and says, “We need a new carpet in Room 112,” I already know what that carpet looks like because I’ve seen it. That level of awareness helps me make fair, informed decisions.
I lead with both heart and strategy. I believe leadership isn’ t just about being in charge. It’s about showing up, being available, and transforming systems and lives through service and integrity.
Can you tell me how your journey started?
I’ve got quite the story. It’s unique, maybe even one-of-a-kind. My maternal grandmother was orphaned at just six days old during the first big influenza outbreak around 1900. She was raised by another family, and her siblings didn’t even know she wasn’t their biological sister. At 16, just trying to survive, she became someone’s second wife and later gave birth to my mother — who was an only child of an only child.
At age 16, my mother became a Catholic nun and spent 10 years with the Sisters of the Precious Blood at Monte Cassino Mission. During that time, she was trained as a schoolteacher. Eventually, my grandmother and a cousin of hers begged the Mother Superior to release her so they could ensure she’d have a family. It worked — they actually staged a sit-in to get her released. She was sent to Saint Paul’s Mission, where she met my father, a catechist. They married in 1955, and I was the sixth of eight children.
That’s quite a beginning. What was your childhood like?
Challenging, to say the least. My parents’ marriage didn’t last, and by the time I was a child, they had separated. At 12 years old, I was abused by a stepmother. I ran away from home — literally jumped through a window, called the police, and that was the start of me being homeless. Thankfully, I was taken in by a family who lived in the compound of a fertilizer factory. That family helped me get back on my feet. I sat for my entrance exam and got into St. Ignatius College, a Jesuit prep school, where I spent six years. At one point, I even considered becoming a Jesuit priest.
How did you end up getting a scholarship to university?
In 1986, something remarkable happened. One of the priests, Father von Walter, called me in and told me Catholic nuns in Germany wanted to sponsor a student from Africa — and they picked me! I didn’t think there was anything special about me. I wasn’t even the best student, but I got the scholarship.
That allowed me to complete high school and go to university. Then, I was on a government cadetship, so I had to serve in a rural hospital. But I found a loophole — if I worked at the University of Zimbabwe, it still counted. So I became a lab instructor in the Department of Clinical Veterinary Studies at age 24. That was my first exposure to higher education.
At the same time, I was also a youth director at my church and began attending Bible college in the evenings. Eventually, I left that role and joined a medical diagnostics company as a sales executive — but I was still a youth director and attending Bible college. A year later, I quit that job to become a full-time minister. In 1998, I earned my bachelor’s degree, started teaching Bible classes to first-year students, and in 2000, I moved to the U.S. I went to Oral Roberts University, where I earned both my master’s and doctorate degrees.
