The rain was coming down in sheets the night Fred Williams and Neil Coakley shook hands in a parking lot and decided to build something together.
It wasn’t a grand ceremony. There were no lawyers, no press releases, no polished mission statements. Just two men, window to window, making a commitment the old-fashioned way. That handshake in the early 1960s would lay the foundation for what is now Coakley & Williams Construction (CWC)—a 65-year-old contractor based in the Washington, D.C. metro area with a legacy rooted as much in relationships as it is in reinforced concrete.
Six and a half decades later, the projects are larger, the portfolio more complex and the leadership now in its third era. But the throughline remains: build with integrity, invest in people and earn trust—perpetually.
In 2026, that philosophy has earned national recognition as Associated Builders and Contractors named CWC its Contractor of the Year. For a company that doesn’t chase accolades, the honor lands differently. It feels less like a milestone and more like a mirror—reflecting a culture that has been quietly compounding for decades.
THE BUILD MINDSET
If you ask CEO Lynn Stith Bennett for the company’s elevator pitch, she won’t start with revenue figures or square footage totals.
“At CWC we operate with what we call the build mindset,” Bennett says. “Every action we take contributes to building something. And that something is so much more than buildings.”
Yes, the firm constructs schools, government facilities, life sciences labs and mission-critical spaces across the D.C., Maryland and Virginia region. But, Bennett says, the work extends beyond brick and steel.
“We’re building communities where people live, work and play. We build schools that educate children and the future. We deliver life science projects that have an impact on people’s lives,” she says. “But even more than that, every action we take is about building relationships and career opportunities for our people.”
Gregory E. Harraka, president and COO, echoes that sentiment.
“If I got stuck on an elevator with you and you said, ‘I’ve got 10 projects to build—why should I choose CWC?’ I’d say because we operate with the build mindset,” Harraka says. “We’re not just building structures and spaces. We’re building relationships. We care about your project. We build on trust.”
That trust, cultivated over 65 years, is the currency that keeps clients coming back—and employees staying for decades.
A COMPANY YOU CAN RETIRE FROM
Spend time talking with CWC employees and a pattern quickly emerges: longevity.
Harraka joined the firm on September 22, 1986. This fall will mark his 40th anniversary.
“I didn’t come here chasing an award,” he says. “I came here for a job. But I stayed because the merit shop philosophy matched my ideals—what you put out is how you should be evaluated.”
Bennett’s tenure nearly mirrors his. She joined the company in 1987 after cutting her teeth in field operations at another contractor.
“There weren’t a lot of women project managers at that time,” she recalls. “They really invested in me. Every time I raised my hand and said, ‘I think I can do that,’ they said, ‘Go for it.’”
Over the years, Bennett moved from project management to leading the design-build group and eventually to overseeing HR, IT, accounting and marketing before becoming CEO—the first woman to hold the role in company history.
“I feel like I’m Lynn most days,” she says with a laugh. “Sometimes I forget the title carries weight. But it is meaningful to be a role model for young women coming into this industry.”
That internal mobility is not accidental. It is structured. Senior Superintendent Eric Van Why, who joined the company in 2009 as a project engineer, is now an equity partner.
“When I interviewed, I was told the sky’s the limit,” Van Why says. “They said, ‘If you fit well here, you could be an owner one day.’ I thought, no way. And here we are.”
Van Why credits the company’s catalytic coaching process—a structured, annual development conversation—for creating clear career pathways.
“We don’t do traditional annual reviews,” he explains. “We go through what we’re proud of, where we fell short, what skills we gained, what relationships we built and what we want to be when we grow up. It’s in writing. You have a voice.”
Baboucarr Cham’s story follows a similar arc. He joined CWC as a summer intern in 2003 while studying architecture. “After my first internship, I just loved construction,” Cham says. “I changed my major. They paid for my master’s degree. I kept getting opportunities.”
Today, Cham serves as business unit leader for the firm’s government sector and is an equity partner overseeing 40-50 team members. “I’ve spent my entire professional life here, and I plan on retiring here,” he says. “Every step of the way, it’s been about opportunity.”
Jeff Gray’s tenure stretches even longer. He started working for his father in construction at age 13 and joined CWC as a carpenter at 24. This year marks 39 years with the company.
“After the first year, I knew this was the place for me to spend my entire career,” Gray says. “I look back on all the years and what comes to mind is how fortunate I am to be part of this success story.”
He sums up the company’s mission in three words: “Purpose, impact and happy team.”
EARN TRUST PERPETUALLY
At the core of CWC’s culture are three guiding principles: earn trust perpetually, trade perspectives confidently and apply expertise inventively. For Cham, the first is foundational.
“For us to get this award, we have earned the trust of a lot of people involved in the entire construction cycle—from owners to architects to trade partners,” he says.
That trust extends into the field, where safety and collaboration are daily disciplines.
“Our safety culture starts with buy-in from every employee,” Gray says. “Our site teams meet every morning and discuss upcoming activities to understand the hazards. We walk the project together. It’s a team effort.”
Van Why, who grew up in the trades and worked as an electrician and framer before moving into commercial construction, thrives on complex builds. “I’m really good at messy jobs—additions, challenging structural stuff,” he says. “At CWC, we don’t build the same thing over and over. Every project is a new opportunity to solve problems.”
Senior Project Manager Megan Ross points to the firm’s diverse portfolio—from schools and aquatic centers to government wellness facilities—as evidence of that adaptability. “Most recently, I got to build our new office space,” Ross says. “That’s one I really take pride in because our people use it every day.”
Ross, who joined straight out of college and became the company’s first female assistant superintendent before transitioning to the project management track, is now in her tenth year. “You really see the next class of leaders emerging,” she says. “People rally behind Lynn and Greg because they’re good leaders.”
THE ABC THREAD
The connection between CWC and Associated Builders and Contractors is not a recent development—it is woven into the company’s origin story.
One of the firm’s founders, Neil Coakley, co-founded and served as the second chair of ABC Metro Washington. Over the years, five company leaders have served as Metro chairs and two have chaired ABC Chesapeake Shores.
Harraka chaired the Metro Washington chapter in 2013. Bennett also served as Metro chair in 2021. Ross currently sits on the Metro board. Cham has been active in ABC’s legislative efforts in both Metro and Chesapeake and Van Why has chaired multiple committees at Metro Washington.
“ABC has gone hand in hand with our entire company’s path,” Ross says. “It’s been along our entire company’s history.”
For Harraka, the Contractor of the Year award is less about recognition and more about reinforcement. “These types of awards aren’t something you deserve—you earn them,” he says. “We live the merit shop philosophy. We’ve fought for it. We’ve been involved in lawsuits against project labor agreements in this region because we believe in open competition.”
Cham sees advocacy as inseparable from business strategy. “My mentor always says, ‘Get into politics or get out of business,’” Cham says. “When you start seeing what policies impact growth and opportunity, you realize we have to advocate for what matters to our industry.”
Van Why credits ABC with expanding his professional network and perspective.
“ABC involvement continues to develop my industry knowledge and relationships,” he says. “This industry is relationship-based. Those connections matter.”
For Bennett, who remembers attending early ABC meetings where few people looked like her, the evolution has been profound. “To go from that [environment] to serving on the board and then chairing the Metro chapter was an amazing achievement for me personally,” she says. “It’s impactful to be that role model.”
The Contractor of the Year honor, presented in the company’s 65th anniversary year, feels especially significant. “It says that organizations like ours live the merit shop every day,” Harraka says. “We just go about it as part of the fabric of our business.”
BUILDING WHAT MATTERS
Over more than six decades, CWC has delivered projects that shape the region’s civic and educational landscape.
Gray points to work at Marine Corps University, the Maryland State Senate office building and dozens of schools throughout his career as defining milestones. Cham highlights the Long Bridge Aquatics Center in Arlington, Virginia, as one of the most meaningful projects in his tenure. “It’s one of those unique projects that really resonates,” he says. His team recently broke ground on the largest project in the firm’s history: the Maryland Supreme Court in Annapolis. “Working on this project is a profound honor, as this future Civic landmark will stand as a symbol of justice, history, and service to the state of Maryland.”
From public safety facilities and recreation centers to mission-critical government spaces, the company’s portfolio reflects its identity as a true Washington, D.C. metro region contractor. “We believe in the communities we build and the communities we serve,” Cham says. “We believe in being good stewards.”
That local commitment has helped the firm maintain a steady presence in an industry known for volatility.
“We didn’t set out to be the biggest,” Harraka says. “We wanted to be the best.”
NEXT GENERATION
Today, CWC is positioned for growth. The ownership structure has evolved, with key leaders—including Bennett, Harraka, Van Why and Cham—now equity partners.
“We’re excited about where we are as a company,” Bennett says. “We’re positioned for growth and excited about the opportunities that provides for our employees.”
That growth is intentional. The company looks for entrepreneurial spirit, rewards performance and encourages employees to “raise their hand” for the next challenge.
“You work hard, you get rewarded,” Harraka says. “And reward isn’t only financial. It’s career growth and the opportunity to take on something new and succeed.”
The founders’ handshake may be long past, but its ethos endures—in daily safety walks, in mentorship conversations, in board meetings and in job trailers across the region.
“What do you want to be when you grow up?” Van Why asks his mentees during catalytic coaching sessions. “Be the next president? The next CEO? It’s possible.”
For a company built on a handshake in the rain, that belief—that anything is possible if you earn it—may be the strongest structure of all. And in earning ABC’s Contractor of the Year award, CWC has once again proven that when companies build people, the projects—and the legacy—follow.
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