Purpose: The aim of this paper is to offer potential insight regarding formal cross-cultural mentoring organization and program development in higher education contexts and beyond, by elaborating regarding the founding and programmatic efforts of an International Student Mentor Association (ISMA) at a large university in North America. Design/methodology/approach: The research approach used was an exploratory case study. Data were collected from various secondary sources. As ex-post factor reporting, data analysis was also based on memory and experiences recalled by the first author--one of the ISMA founding members. Findings: ISMA was distinctive in employing cross-cultural mentoring. International, cultural components were embedded in the overall organization structure, board and team designs, paired mentor system, mentor and protege matching, training content, and multilevel mentoring activities. Organization and program flow charts were identified. Research limitations/implications: Future research should examine dynamics of cultural dimensions, such as age, gender and other cultural orientations, in the cross-cultural mentoring relationships and programs. Practical implications: Human resource development (HRD) practitioners can use formal cross-cultural mentoring to facilitate cultural adjustment and exchange as well as psycho-social and career supports in multinational or multicultural organizations. Employing multilevel mentoring relationships can further social network and capital of an organization and its members. Originality/value: This is one of the few studies in formal cross-cultural mentoring organization and program development. Organization establishment process, organization structure, matching system, and program flow charts can be used as a potential guidance for implementation of other cross-cultural mentoring organizations and programs. (Contains 4 figures.)