On December 1, 2021, four great Washingtonians will receive the region’s signature lifetime achievement award, joining the more than 125 Laureates in the Washington Business Hall of Fame who serve as role models to the next generation of business leaders. Their careers and backgrounds are as broad and diverse as their accomplishments are far-reaching.
The Learn About the Laureate series serves as an opportunity for the Greater Washington business community to get to know the 2021 Washington Business Hall of Fame inductees just a little bit better.
Check out Craig Ruppert’s Q&A with JA below!
craig ruppert
Founder and Chief Executive,
Ruppert companies
JA: What is the one thing you want the Greater Washington business community to know about your company?
From R to L: Craig Ruppert, former Ruppert Landscaping president Chris Davitt, and Chris Ruppert, Craig’s brother
Ruppert: Ruppert Companies is comprised of three companies: Ruppert Landscape, Ruppert Nurseries and Ruppert Properties. The growth of our companies has been possible because of our talented team. It’s usually the leader(s) who get the credit, but I want to be clear that our successes are made possible by our team, and they’re the ones who deserve all the recognition for our accomplishments. They are extremely talented and equally as dedicated to the success and longevity of the company. I’m very proud of them, and I consider myself very fortunate to work with them. I am very honored and thankful to be accepting this award on their behalf.
JA: What was the hardest job you have ever done?
Ruppert: When I was 16 years old, I had a summer job where I was working for a highway contractor. My job was to jackhammer catch basins in the middle of the beltway around the Central Avenue exit. I had an air compressor and a jackhammer, and I had to stand up on top of these catch basins to break them up into pieces. Today they do it with equipment, but back then it was done by hand. The jackhammer weighed 80 pounds and it was really rattling to your body. Plus, it was really hot, and you’d have to wear gloves when using it or it would burn your hands. I enjoyed that kind of physical work. It was good, honest work and I liked the challenge of it, and it’s something I’ve never forgotten.
JA: Did you have a mentor or a role model over the course of your career?
Ruppert Family at the Beach, 1968
Ruppert: I’ve had many people I’d consider mentors over the years—I think you learn a little bit from everyone you meet. My parents were probably my earliest mentors. They set a good example in my life through their love of family and their strong work ethic as they cared for me and my seven brothers and sisters.
But if I had to pick someone other than my parents, I’d say Carl Toepfer of Toepfer Construction. I worked with him for eight years early on in my career, and he taught me the basics of management and gave me a lot of responsibility. He saw potential in me that I never saw in myself. I thought I would excel working out in the field, but Carl brought me into the office where I was introduced to estimating, sales, production, and administration. It gave me exposure to the bigger picture and how all those elements are important to business. It also taught me a good lesson: a lot of people have potential that they don’t know they have. While I never received a formal evaluation, every three to four months I got a pay raise and he’d tell me I was doing a great job—which motivated me. I believe that instilled in me the importance of continuous and positive feedback.
JA: Did you have a teacher or educator over the course of your schooling who had a lasting impact on your life?
Ruppert: I had a finance teacher, Samuel Hayes, at Harvard Business School where I attended an executive leadership program. He had the ability to take very complex concepts and simplify them so that they became understandable. I’d failed to fully comprehend the concept of a balance sheet and he was able to help me understand that in a way that made sense to me.
“By welcoming different cultures, genders, ages, races, educational and socioeconomic backgrounds—each of whom brings a diverse mix of life experiences, knowledge, and unique abilities and talents—we have better discussions, decisions, and outcomes for everyone. ”
JA: If you could choose one person, living or dead, to have dinner with, who would it be?
Ruppert: Living so close to Washington, DC, the obvious answer to me is the President. I respect that office and position and admire the work, even when I don’t always agree with some of the decisions or political leanings of the person who holds that office. I appreciate the scope of what they have to deal with from financial and environmental issues to defense and politics, as well as the behavioral vitality and leadership that it takes to fulfill that role. You’d have to be a strong communicator, adept at crisis management and negotiation, have a strong vision for the country’s future, and the courage to make unpopular decisions. I have a lot of respect for anyone who can handle the pressure and broad responsibility and do it in a dignified way.
School kids visiting Ruppert, mid 80s
JA: The global pandemic has caused young people to reconsider the connection between their education and an uncertain future. What should students be doing today to help prepare them for a successful tomorrow?
Ruppert: I didn’t complete college because I had a difficult time focusing and I felt it wasn’t right for me. I think it’s a great choice for individuals who know they’re going into a profession that requires specialized knowledge and if they’re in a position to afford it. College teaches you how to learn, so in that way, it’s very valuable.
Your career after college also provides continuous opportunities to learn. Take advantage of that as well and don’t limit your aspirations. Learning is a lifelong endeavor, and there is a lot of practical stuff—especially in the business world—that gets learned along the way. While all businesses value education and learning, I think they also value performance, ambition, and a willingness to work hard and get along with others in an equally significant way.
JA: What can the Greater Washington business community do to build and sustain a more diverse, equitable, and inclusive workforce?
2021 Ruppert Companies Manager Training
Ruppert: Well, I can only speak for myself and my team, but what I try to do, in my role as chief influencer, is to steadily remind our leaders of the value of a diverse and inclusive workforce. It’s good for the business, the applicant, and the community. I feel like we’re doing a good job of that in our organization, but there is always room for improvement.
Attracting and retaining people is an area of focus for every business. The more welcoming we can be, as an individual business or as a business community, the better off we’ll all be. By welcoming different cultures, genders, ages, races, educational and socioeconomic backgrounds—each of whom brings a diverse mix of life experiences, knowledge, and unique abilities and talents—we have better discussions, decisions, and outcomes for everyone. It also strengthens the cultural fabric of the company, and we become more synergistic, tolerant, and understanding of each other. I work to continuously reinforce the benefits of inclusivity in our company culture.
JA: If you were to create a slogan or theme song for your life, what would it be?
Ruppert: Life is short—enjoy the simple things.
You’re invited to support Craig Ruppert’s induction into the Washington Business Hall of Fame. All proceeds benefit Junior Achievement of Greater Washington’s work to prepare local students to be future-ready.