Corporate office and workplace construction for companies building a home

Which workplace projects fit

Three kinds of workplace work fit AP. First-generation build-outs of shell space, usually across one or more full floors. Headquarters and office-park buildings where the company owns or anchors the property. And the office and training space inside the warehouses, production facilities, and fleet centers AP builds. Each carries enough scope that preconstruction, procurement, and a dedicated project team pay for themselves.

Single-suite improvements, cosmetic refreshes, and small tenant work are outside that scope. AP’s team and system are built for the substantial end of that range.

First-generation build-outs

Shell space arrives with a slab, a curtain wall, base-building mechanical mains, and little else. Everything the company will touch is new: partitions, ceilings, lighting, mechanical distribution and controls, electrical and data, plumbing for breakrooms and restrooms, finishes, and sometimes structural work. The Regus project in Dallas covered two floors this way, including a two-story staircase that connected them.

A stair inside an existing building is a project of its own. It opens the floor slab, needs structural reinforcement, changes the fire separation between floors, and drives finish decisions on both levels. It has to be designed, reviewed by the building’s structural engineer and the city, and fabricated as a long-lead item before it can be installed.

Headquarters projects

A headquarters has to work as an office and represent the organization at the same time. Reception, boardrooms, open work areas, training and event space, and the building’s public face all have to be resolved against the same budget and the same schedule. AP delivered a headquarters for Big Brothers Big Sisters in Houston and treats every headquarters as a facility with an operation to serve, and a look to achieve.

Office inside operational facilities

Most of AP’s industrial projects carry a substantial office. The Penske Katy Service Center pairs its 20-bay shop with 13,000 SF of office and training space. Dishaka puts 17,040 SF of office beside 32,049 SF of production and 58,951 SF of warehouse. Those offices need their own conditioned air, acoustic separation from the shop, a finish level that suits the people in them, and an entrance that keeps visitors clear of trucks and forklifts. Planning them as part of the building, rather than as a bolt-on, is what makes the whole facility work.

Working inside an existing building

An occupied building sets the terms. Freight elevator reservations, loading dock windows, hours for noise and hot work, protection of common areas, base-building tie-ins for mechanical, fire alarm, and sprinkler, and the landlord’s review of drawings all shape what can happen on a given day. AP plans logistics and approvals with property management before mobilization, so the master schedule reflects how the building actually runs and neighbors stay neighbors.

Lease dates and long-lead items

Workplace schedules are usually set by a lease commencement or a move-out from the old space, and neither moves easily. The items that threaten the date are long-lead: rooftop or floor-by-floor mechanical units, lighting packages, glass partition systems, custom millwork, specialty stairs, and the landlord and city reviews that gate them. AP identifies each during preconstruction, confirms lead times, and sets release dates that protect move-in. When something has to be bought before the contract is signed, the owner hears it early.

Turnover and move-in

The project is finished when people are working in the space. Furniture, audiovisual, security, and data vendors each need power, cabling, and blocking in place before finishes close the walls, and each needs time in the space after the trades leave. AP coordinates those vendors into the master schedule, plans punch and cleaning against the move date, and turns over floor by floor if the business needs to occupy in phases.