It’s hard to believe I’m already more than six months deep into my new role as the regional president for AP. It has been a significant first half of the year, but I’m confident this was great timing for both me and AP Gulf States.
I’ve always relished my role as a team player and developed my leadership skills by observing, studying and conceiving new ways to enhance operations. My first role at AP – almost 23 years ago – was as a project manager on the University of Texas at Dallas Callier Center project. It was a great on-the-job learning opportunity. Working for the University of Texas System, we experienced all of its protocols and standard operating procedures.
Then, joining the preconstruction team from the field provided hands-on learning while being a part of a growing AP operation. Working in preconstruction taught me a lot about managing construction costs and the overall process from planning and leading to positioning the project for success. All done while working closely with all operations team members, as well as simultaneously growing trade partner relationships.
The knowledge and skill set I developed working in preconstruction helped me know the construction industry inside and out. These are beneficial skills to anyone considering a career in the field, and they helped strengthen my confidence and knowledge base.
After all my years at the firm, I’m honored to take the reins to lead this tremendous AP team, and I have put great thought into the direction I’d like our team to take the region.
I have some key priorities for what I’d like to see happen in the Gulf States region, and maintain our strong market position within strategic markets such as commercial, healthcare, multi-family, municipal and higher education facilities among many others. This also includes our plans for expanding into new markets such as mission critical. Data centers and other essential facilities that operate without interruption around the clock require industry expertise because of the nature of continuous operation. We have successfully launched AP’s largest project, a 325,000-square-foot facility in North Texas, and look forward to continuing our engagement.
The Gulf States region’s continued expansion and growth in Central Texas, with offices in Austin and San Antonio, is another top priority. The Austin office, which opened in 2022, has seen success with several projects, including the completion of Sunrise Commerce Center, a three-building industrial complex totaling 465,786 square feet in Round Rock and a 106-bed expansion project for Cross Creek Hospital in Austin. AP also started construction on the Heritage Oaks Dental Office in downtown Marble Falls, two Austin ISD high schools, a 223,000-sf concrete tilt-wall fulfillment facility, and the expansion of the Emergency Room (ER) at Methodist Landmark Hospital in northwest San Antonio.
We continue to increase staffing in Central Texas with experienced construction leaders. Over the next five years, we anticipate the Central Texas office bringing in about $300 million in revenue based on the strategic growth plan and strong leadership we have in place.
Another area I’d like to reinforce is the engagement of our teams. From our team members to clients and trade partners, this industry is not just about business development or the bottom line. While both of those are critical to a flourishing business, AP has always been about building relationships both internally and externally.
My goal is to bring enthusiasm to the Gulf States region. I want a connection within our teams across the verticals and offices while ensuring this engagement continues with our trade partners and clients. Instilling camaraderie on the job site and across the company enhances the company culture and translates to our trade partners and clients.
Motivating and supporting our people while providing them with the autonomy to manage clients and projects may be one of the biggest initiatives I have right now. To do that, we also have to ensure they have what’s needed to accomplish those goals.
Our teams are growing and learning as individuals, as well as mastering how to be successful construction professionals. We want to see each one thrive as they create award-winning, top-quality structures. Beyond that, we want to support our project partners and see their business ventures succeed beyond the buildings.
“When it comes to demonstrating leadership, I tend to be reserved but steadfast. There is no question of loyalty when it comes to our team and company. With more than two decades of service to AP, it is critical to our success to support one another. That’s extremely important to me.”
My goal is for the team to know what to expect. Transparency is a characteristic I value. I want our team to be comfortable working with me. Building the bank of public trust is key to our internal operations, as well as externally with clients and trade partners. Building mutual trust with our partners is the top priority with our entire leadership team.
It defines AP. Our mission statement puts it plainly: We build trust, communities and people – while delivering an exceptional product and client experience. It is a fundamental element of the way we operate.
Across AP, and something I fashion my leadership style around, is the concept of working hard and knowing the business inside and out. The entire team must grasp each aspect of the company’s processes. For me, that meant working directly in operations and preconstruction and engaging with other departments that support the business, including marketing, business development and accounting. I understand AP’s business, what we do and how we do it.
The message of any president of our region should remain the same: focus on our people and who we are. We do things the right way. We care about our projects, the customers we serve, and we value our people both inside and outside of the organization.
Transparency, purpose-driven leadership and being present are traits I bring with me into this position. My priority is being more active on job sites and engaged with our project teams.
I’ve had a variety of leaders throughout my career with different approaches, and I gained valuable skills from each of them. Through the years, I’ve combined the best of these experiences to forge my own communication and management style. I’ve taken the best practices and along with my team, crafted processes that focus on collaboration and a supportive environment.
I understand the value of partnership, teamwork and respect. These skills will continue to lead the charge as we forge ahead with the relocation of our regional headquarters later this year and mark AP Gulf States region’s 25th anniversary. We can’t wait to tell you more about that.
As Regional President, Granger Hassmann leads the Gulf States region’s overall strategic direction, assuming responsibility for all operational activities, business performance, risk management and client relations. Throughout his 20+ year career at AP, Granger has been a critical team member in the preconstruction and estimating efforts of over $5 billion in work.
Granger believes in building strong client relationships, fostering a positive culture and developing high-performing teams. He promotes an environment of accountability, ensuring open lines of communication with each client and trade partner throughout the project life cycle to ensure seamless communication and deliver a consistent message. Some of his favorite projects throughout his career are memorable simply due to the exceptional teams that made them successful.
