A century of success is built on daily decisions, disciplined leadership, and an unwavering commitment to doing things the right way.
Reaching 100 years in business means a lot to me personally. I’m proud of the McCree family and proud of the organization we’ve built, but more than anything it’s humbling.
As a fourth-generation leader, I understand the weight that comes with that. There are big shoes to fill, and I feel a responsibility every day to be mindful and respectful of what was built before me and to represent the company the right way, both in the work and in the communities we serve.
When I think about what it takes to reach a milestone like this, I don’t think about time as much as I think about decisions. A hundred years doesn’t happen by accident. It happens because, over generations, people chose to do things a certain way, the right way, even when it was hard.
That mindset has been part of this company since the beginning.
My great-grandfather would say things like, “This is done right,” and “Life is too short.” Those weren’t just sayings; they were expectations. And that same level of integrity has guided the company through every generation. It’s still how we operate today.
Going back to the 1930s, my grandfather saw the industry start to shift, and the writing was on the wall. The idea of the master builder, where one entity was responsible for both design and construction, was needed as architects and engineers became more separated. For the master builder, he believed something was being lost in that transition: accountability.
That vision didn’t fully take shape until 1959, when my great-uncle joined the firm, and we began offering design-build services in-house. We were one of the first in the region to adopt this model. But the philosophy was always there: take responsibility for both design and construction. Design it right. Build it right. Stand behind it. He didn’t realize it, but he was laying the foundation for our company’s motto: Designed & Built Right!
This appraoch has guided us ever since.
I also believe we’ve lasted because every generation has had people who genuinely want to build. There’s something about this business: you either have that passion or you don’t. It’s the satisfaction of seeing something at the end of the day that wasn’t there before. It’s knowing you contributed to something tangible that improves a life, the community, and more.
That mindset can’t be taught. But it can be reinforced. And that’s where leadership comes in. It’s so important to have the right people around you.
One of the biggest lessons I’ve learned as a leader is that you can’t grow without the right team in place. Culture isn’t just a buzzword for us. It’s the foundation. It plays a major role in whether a firm can last 100 years.
When we hire, we focus not only on skills, but also on values and mindset. Do they do what they say they’re going to do? Do they take ownership when something goes wrong? Do they want to do things the right way?
Because in this business, details matter. Inches matter.
Our purpose statement is “realizing value,” and that applies to both our clients and our team members. Clients should feel like they’re getting what they paid for, and employees should feel like what they do matters.
When people believe in that, they stay. We have long-standing relationships with our clients and many long-tenured employees, and that kind of continuity plays a big role in sustaining a company over generations.
At the same time, longevity doesn’t mean standing still. You have to evolve, but you can’t lose sight of who you are.
For us, that means never straying from the idea of designed and built right. But it also means constantly evaluating new materials, new technology and new ways of working. Over the years, we’ve seen plenty of products come to market, some change the game, and others have big promises that didn’t hold up in real-world conditions. We’ve tested them, and we’ve learned that you can’t just accept something because it sounds innovative. You have to prove it.
The industry continues to evolve, from what used to be a “hammer and pencil” world to one shaped by digital tools, automation, and now AI. These advancements help us work more efficiently and reduce errors, but they don’t replace responsibility. They just change how the work gets done.
If I had to give advice to other firm leaders who want to build something that lasts, I’d keep it simple:
- Be prepared to work hard, harder than you think.
- Have determination.
- Have a real plan because hope is not a strategy.
- Know where your work is going to come from.
- And make sure to have something that differentiates you. Because without that, it’s very difficult to sustain long-term success.
At the end of the day, 100 years is more than a milestone. It represents generations of people who cared – about their work, about their reputation, and about the impact they were making.
For me, it’s also a reminder that legacy isn’t something you inherit once. It’s something you have to earn every day. And as we look ahead, that’s exactly what we intend to do.
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Richard McCree Jr. is CEO at McCree General Contractors & Architects. Connect with him on LinkedIn. |