Adoption of Maker programs entails deep cultural and structural changes within schools. In this case study, we interviewed a principal and seven faculty members in a high school in the United States, after the first year of implementing making-centered curricula. We report how faculty members responded to the reform, their motivations and beliefs, and the concomitant shifts in power and status. We found that educators are required to make non-trivial adaptations to their skills, instructional approaches, and pedagogical beliefs, and that successful adaptation may lead them to gain status, resources, and support within the school. Those are gained on account of technical expertise and educators' efforts to promote the vision of the reform. The extent to which faculty members adapt to a reform, accommodate and support others in their process of adapting, or resist it, may determine whether the reform is successful or not. As such, school leaders face the challenge of encouraging faculty to buy into such reforms. The case study provides a unique perspective on Maker-centered reforms and outlines important implications for administrators seeking to implement similar programs.