Laurie McCracken

I attribute my success to grit, grace, and a deep sense of purpose. Building a program from four children in my home to two thriving centers serving more than 175 children didn’t happen overnight—it required perseverance, adaptability, and a willingness to keep going, even when the path wasn’t clear.

Early childhood education is a field that operates on thin margins and constant challenges, which means success isn’t just about growth—it’s about sustainability, advocacy, and staying grounded in why the work matters. Over the years, I’ve learned that resilience alone isn’t enough. It takes relationships, a strong team, and the ability to bridge what’s happening in the classroom with what’s happening in policy conversations at the local, state, and federal levels.

At the core, my success is rooted in showing up—consistently—for children, for families, for educators, and for a system that too often depends on people who refuse to give up on it.

The best career advice I’ve come to live by—whether I heard it or had to learn it the hard way—is this: don’t wait for permission to lead.

In early childhood education, it’s easy to stay in your lane, keep your head down, and focus on your program. But real change happens when you step beyond your walls—when you use your voice, build relationships, and show up in spaces where decisions are being made.

I’ve also learned that you can be both heart-led and business-minded. For a long time, this field has made people feel like they have to choose one or the other. The truth is, sustainable, high-quality programs require both—and owning that balance is what allows you to grow your impact.

If I could go back, I’d tell myself to step into those spaces sooner, trust my perspective, and recognize that the work happening inside early learning programs belongs in every conversation about workforce, policy, and community.

My advice to young women entering this field is simple: don’t give up—and don’t underestimate the impact of what you do.

Early childhood education is deeply meaningful work, but it is not easy. You will navigate tight budgets, workforce challenges, and moments where it can feel like your work is undervalued or unseen. In those moments, it’s critical to stay grounded in your purpose and remember that what you are doing matters—not just to the children in your care, but to families, communities, and the broader economy.

Always keep children at the center of your decisions, but don’t lose yourself in the process. Learn the business side of this work, build strong relationships, and use your voice. This field needs strong, informed leaders who are willing to advocate for themselves, their teams, and the families they serve.

And most importantly—stay in it. Because when you do, you’re not just shaping individual lives…you’re helping build the foundation for everything that comes next.

The biggest challenges in my field right now are the rising cost of operating high-quality childcare programs and the ongoing funding hurdles at the local, state, and federal levels. Early childhood providers are often operating on extremely thin margins, trying to balance staffing, quality, and compliance while keeping care accessible for families. It requires constant planning—sometimes months in advance—just to maintain stability. At the same time, compensation for educators remains low compared to the level of responsibility and impact they carry, which contributes to workforce shortages and turnover.

At the same time, there is a significant opportunity in front of us. There is growing recognition that early childhood education is not just a support for families—it is foundational to our economy. When childcare is stable and accessible, parents can work, businesses can retain employees, and communities can grow.

We also know that the early years are critical for development, with approximately 90% of brain development occurring by age five. That means the work happening in early learning environments has a direct and lasting impact on a child’s trajectory. If we can better align funding, policy, and practice with what we know about child development, we have an incredible opportunity to strengthen not just individual outcomes, but our future workforce and economic stability as a whole.

The values most important to me in both my work and personal life are honesty, attention to detail, compassion, and understanding. In early childhood education, these are not just personal values—they are the foundation of quality care and strong relationships with children, families, and staff.

Honesty is essential in building trust with families and ensuring clear, open communication. Attention to detail matters in every part of this work, from observing children’s development to creating safe, responsive learning environments. Compassion guides how we show up for children and families, especially when they are navigating challenges or uncertainty. And understanding allows us to meet families where they are, without judgment, while recognizing the very real complexities of raising young children today.

At the core, these values shape how I lead, how I build programs, and how I advocate for children and families. They keep the work grounded in what matters most: relationships, trust, and doing what is right for children.