The executives you will actually work with
Leaders who stay on the project
AP was built so the people who make commitments in preconstruction are the same people accountable in the field. These are the executives you will work with.
Executive team
Accountable decision-makers
Titles, experience, and responsibilities below are as publicly stated by AP. Each leader takes part in the projects, not just the company.
Robert Pedraza
Robert brings more than 20 years of executive-management experience, including a background in technology companies, to AP’s leadership. He stays directly involved in preconstruction and operations and sets the policies and procedures the project teams run on.
Chris Copeland
Chris leads strategy, business development, team management, and project execution, and coordinates preconstruction and estimating. He has 15 years of commercial-construction experience and studied Geology and Earth Science at Texas A&M and the University of Houston.
Brian Lancaster
Brian leads regional construction operations with more than 15 years in the field, taking projects from mobilization through turnover and keeping the project team, trade partners, and client on one schedule.
Rudy Pedraza
Rudy leads business development for AP and is the first point of contact for owners, developers, and brokers planning a facility. He brings new projects into preconstruction and keeps the conversation connected to the team that will build it.
What executive involvement looks like in practice
In preconstruction, an executive reviews the site, the program, and the estimate with the project team before the numbers go to the owner. Value engineering options, long-lead decisions, and the permitting path are settled with executive input, so the plan the owner signs is one the leadership stands behind.
In operations, executives stay close to the master schedule, the three-week look-aheads, and the change log. When a field observation or an RFI turns into a cost or schedule question, the person who helped set the budget is part of resolving it. The same leadership drove AP’s adoption of Procore and of AI in preconstruction, so the tools the team runs on are ones the executives use themselves.
In client communication, the owner has a direct line. Status is shared early, in plain language, and the same people are on the call from the first meeting to the final inspection.
The project team
Three roles on every AP project
Project Manager
Owns cost, schedule, contracts, and communication with the owner and the design team. Runs the change process: observations and RFIs, pricing, value engineering, and schedule-impact control.
Project Superintendent
Runs the field. Builds and maintains the three-week look-ahead schedule, coordinates trade partners daily, and holds the OSHA 30 and CPR, First Aid, and AED credentials AP requires.
Project Coordinator
Keeps submittals, RFIs, procurement tracking, and closeout documentation moving so nothing waits on paperwork.
Executive sponsor
Involved in preconstruction, major decisions, and client relationships. The escalation path is short because the executive is already in the room.
Continuity
The same people from site review to turnover
01
Preconstruction
Executive and Project Manager review the site, program, estimate, and schedule with the owner.
02
Award
The Superintendent joins to build the master schedule and sequence long-lead procurement.
03
Construction
The full team runs the field, the look-aheads, and the change process with executive support.
04
Turnover
The same team coordinates inspections, commissioning, and closeout, then stays available afterward.
In preconstruction
Expect an executive at the table from the first review. The site, the program, and the estimate are examined with the project team before numbers reach the owner. Bid leveling in BuildingConnected, value engineering options, and long-lead decisions are settled with leadership input, so the plan the owner signs has already been argued over internally.
This is also where the owner meets the Project Manager who will carry the job. The people who make the commitments in preconstruction are the same people accountable in the field, so there is no handoff after award.
During construction
The Project Manager and Superintendent run the master schedule and the three-week look-ahead. Executives track the schedule, the change log, and the client relationship. When a field observation or an RFI becomes a cost or schedule question, the executive who helped set the budget is part of the answer, and the goal is always to minimize schedule impact.
Owners get status early and in plain language. Leadership raises issues early, while there is still time to act on them.
After turnover
AP measures success by the second project. The same people who ran the job stay reachable after the facility opens, and the lessons from one project are carried into the next one for that owner.
About these bios
The titles, experience, and education above are as publicly stated by AP Construction. Every detail on this page is publicly stated by AP; project roles are described by team rather than by individual.
Questions about who leads your project
Who leads an AP project?
A Project Manager leads each project and owns cost, schedule, and communication with the owner and design team. A Project Superintendent runs the field. A Project Coordinator manages submittals, RFIs, and documentation. An executive stays involved from preconstruction through turnover.
Will I have access to AP’s executives during the project?
Yes. AP was founded so that executive management stays active on projects and with clients. Executives take part in preconstruction, review budgets and schedules, and remain reachable during construction. That access is part of the engagement.
How is the project team structured?
Three roles on every project: Project Manager, Project Superintendent, and Project Coordinator. Each has a defined responsibility so the owner always knows who to call. Executives support the team on preconstruction decisions, major changes, and anything that affects the operational date.
What happens when a problem comes up?
The team raises it early, prices the options, and brings a recommendation. Field observations and RFIs go to the design team and the owner together. If a decision affects budget or schedule, an executive is in the conversation, and the aim is to minimize schedule impact.
Does the same team carry the project from preconstruction into the field?
The Project Manager and the executive involved in preconstruction stay with the project into construction, and the Superintendent joins early enough to build the master schedule with them. The people who priced and planned the work are the people accountable for delivering it.
Related
See how the team works
Talk with the people who will run your project
Send us the site, the facility type, and the date you need to operate. An AP executive will be part of the first conversation.