Robyn Raphael-Dynan, President, RCC Associates

May 2026 — Invest: spoke with Robyn Raphael-Dynan, president of RCC Associates, about how experiential dining and hospitality growth are reshaping construction across South Florida and beyond. “Every seat needs to be an interesting view,” Raphael said.

What changes have you seen in the national and regional construction landscape over the past year, and how have those changes influenced your operations or client priorities?

There’s a tremendous amount of growth, not only in South Florida, but in other U.S. markets where we work. We’re a national company.

We’ve seen owners wanting to expand and create spaces that feel inviting and destination-driven. We specialize in restaurant and hospitality, so gone are the days of a run-of-the-mill restaurant. Every seat needs to be an interesting view, and that expectation is pushing more emphasis on design and experience.

Overall, there are simply a lot of projects coming to South Florida, and clients are more focused on creating something memorable.

How is that growth impacting your pipeline for 2026 and beyond?

We’ve been growing exponentially. This past year, we did over $150 million in revenue, and about 90% of that was hospitality and restaurants, with a major concentration in Miami.

At the same time, West Palm Beach has become a huge market for us. We’re seeing major brands and concepts moving north, and we’re also seeing long-time Miami clients, who historically stayed in Miami, now signing leases and pursuing projects in West Palm. Broward is active too, but for us, the most consistent volume over the past year was Miami and West Palm.

How are experiential dining concepts influencing the design-build process? What does that mean for collaboration with architects, designers, and clients?

It’s a hand-in-hand process. A lot of the time, design, and construction are happening almost simultaneously, which is harder, but it’s what the market demands.

You’re constantly working around existing conditions while still delivering something beautiful and intentional. In a project like Amazónico, for example, every surface matters, and everything has to fit together like a puzzle. If there’s ductwork or an existing condition that has to remain visible, you can’t just ignore it. You have to integrate it into the design. That means we’re working with architects and designers all day, every day, to keep the details aligned.

What makes the South Florida market distinct in terms of construction complexity or client expectations?

South Florida is a destination, and we have a climate and an energy that many other places don’t have 365 days a year. You don’t have long slow seasons where everything quiets down because of snow or weather.

Between universities, young professionals, and the number of people who’ve relocated from the Northeast, you have a vibrant, year-round customer base. That creates demand and raises expectations. Clients want quality, speed, and a space that feels distinct. The upside is that the market stays active. That consistency is a competitive edge.

What challenges are impacting the construction industry right now, and what strategies do you have in place to navigate those hurdles?

Workforce is the biggest challenge. It’s a struggle for restaurants, and it’s a struggle for us. The competition for talent is intense, and you have to make your company a place people want to come to every day.

Remote work changed expectations in a lot of industries, but construction is collaborative and hands-on. You can’t really build from home, so you’re competing with fields that can offer remote flexibility. And for some younger graduates, working in the field is not their first choice. We have to keep recruiting, keep developing people, and keep creating a culture where they see a future.

Another challenge is keeping up with change, especially around technology and AI. We’ve been very focused on staying ahead of it so we don’t get left behind.

What do you see as the most critical skill sets or traits for the next generation of construction leaders?

I’m a huge proponent of the trades for students who may not want to go straight to college. Plumbing, electrical, mechanical — these are great careers and incredibly lucrative. People underestimate how much intelligence and skill those roles require.

We’re part of organizations that try to identify students who aren’t necessarily college-bound and show them there are other paths with real opportunity. That doesn’t mean college is not valuable. We have plenty of college-educated employees. But the industry needs skilled trade professionals, and those careers can create long-term success.

Where do you see the biggest potential to leverage technology in construction, and how do you think it will impact the industry?

I’m not afraid of technology. If you’re afraid of it, you risk missing out.

This year, I spoke with two different AI companies to understand what’s out there and what we might be missing. I’m interested in tools that improve estimating, catch discrepancies in plans, and reduce human error. We already use software for project management and organization, but the next wave is technology and machinery that helps subcontractors build faster and helps teams operate more efficiently.

I don’t see it as replacing jobs. I see it as making people more effective at their jobs.

How does resilience factor into your work, and what sets your approach apart as a general contractor?

Construction is unpredictable. Something can go wrong every few minutes, and you have to problem-solve on the fly while staying proactive about what could go wrong next. To last in this business, you need a resilient personality.

One thing I’m proud of is that we see projects all the way through. General contractors can get a bad reputation for not staying engaged until the end, but we stick with a project the entire time it’s in business. If there’s an issue, clients can call us. If we did something wrong, we fix it. If a subcontractor did something wrong, we make sure it gets fixed.

It comes down to a moral compass and a commitment to doing the right thing. As a contractor, you don’t have the luxury of saying you don’t know and walking away.

What are your top priorities for the next three to five years, both for RCC and in terms of the broader industry?

Internally, our word of the year is accountability. It’s being accountable to yourself, and it’s also making sure everyone is accountable for their responsibilities. I’m excited to see what that focus changes for us.

From a growth standpoint, I’d love to do a hotel and continue building projects that feel exotic and interesting. I also enjoy helping Miami clients expand into new markets like West Palm, because it’s a shift they didn’t always expect to make, and it’s fun to guide them through it.

We’re also seeing more international clients building in the United States for the first time. That requires more guidance because building here can be very different from Canada, Dubai, or London in terms of regulations and timelines. We did a lot of that this year, and I look forward to continuing it over the next several years, while building more relationships.