At Garman Homes, growth has been as much about people and culture as it has been about geography. Sitting at No. 141 on the 2026 Next 100 list, the home builder continues to scale across North Carolina.
CEO Rebecca McAdoo, appointed in 2025, has been with Garman since 2018 and is responsible for driving the company’s transition from being a single-market builder to a dual-market partner for top developers in the state.
Below, McAdoo shares how her experiences as a woman in the industry have shaped her leadership style, why “joyful leadership” still requires accountability, and how future leaders can position themselves to step into more senior roles.
You helped transform Garman Homes from a single-market builder into a dual-market partner, what leadership lessons shaped that journey for you as a woman in the industry?
Scaling from a single-market builder to a dual-market partner wasn’t about geography; it was about our maturity as a company. Our growth required building leaders who could think effectively, not just execute. We can only grow with the right people in place.
As a woman in this industry, I also had to get comfortable being decisive. There’s a tendency to over-prepare or wait for consensus. Expansion doesn’t reward hesitation. You have to make calls with incomplete information sometimes.
The other lesson: Culture doesn’t scale accidentally. If you don’t define it, something else will.
How has your experience as a female CEO shaped the way you lead teams and build company culture?
It’s made me far more intentional.
I’ve experienced environments where you had to “fit” to succeed. I have no interest in recreating that. So I build teams where people can show up as themselves and perform at a high level. Those two things are not mutually exclusive.
I also attempt to lead with a high degree of emotional intelligence. Understanding what motivates people, where they struggle, and how to push them effectively creates an environment of trust and accountability.
I like to prioritize access. Information, decision-making, growth opportunities—that information shouldn’t sit with only a select few. Invite more people in.
You’re known for “joyful leadership” paired with high expectation. How do you balance strong accountability with a positive workplace culture?
Joyful leadership is often misunderstood as being “nice.”
It’s about creating an environment where people celebrate wins loudly, give feedback directly, and address issues quickly. Joy comes from momentum and trust, not from avoiding hard conversations.
What advice would you give to women early in their careers who want to move into executive leadership roles in home building?
Own your ambition early. Do not wait for permission.
Seek challenging roles. You will grow from complexity, not comfort. And, get comfortable with discomfort. There will be times when you are the only woman in the room. Be prepared and contribute.
Looking ahead, what changes would you like to see in the industry to make leadership pathways more accessible for the next generation of women builders?
Earlier exposure to P&L responsibility: You can’t lead what you don’t understand financially.
Intentional sponsorship of women: Not just hiring, but advancement.
Path to leadership: The industry needs to evolve past outdated assumptions about the path to leadership and availability.
Representation at the top: It changes what people believe is possible.
What’s often missing for women in the industry?
Confidence. The kind that comes from preparation and self-trust. Too many talented women underestimate their readiness. Step in earlier and make decisions. You’ll grow into it faster than you think.
