Most local NGOs in Somalia emerged at the height of the country’s relief and humanitarian operations in early 1990s after the collapse of the military regime. The ruin was too overblown that international humanitarian organizations had to intervene to help the starving Somali people with food and medical supplies. As a result of the need to extend the humanitarian services to areas inaccessible to the foreign workers, local NGOs with minimum or no capacity emerged to supplement the emergency relief services as partners of the international agencies. GREDO, the NGO whose success case is under discussion in this study, represents one such local initiative. While many of the local NGOs were unable to survive in the sector, others like GREDO have endured to overcome the hardships and challenges to see themselves gradually mature into larger and more trustworthy establishments. This success case study focuses on four pillars vital to the growth and expansion of GREDO from an inexperienced organization to a giant entity employing a strong force of 322 employees in respective fields of duty and in several regions and states in the country. More specifically, the study analyzes the determinants of GREDO’s success from the perspective of four intertwined factors: Leadership and Management, Human Resources, Finance and Funding, and Operations and Expansion.