Robert Goes

The Founder


It is no secret that the healthcare industry is changing rapidly. Evidence Based Design, infection diseases, changing codes, economic challenges, Baby-boomer volumes, diverse senior housing needs, new diagnostic procedures and technological advances are a few of the trends that require constant education. Bob finds this market niche challenging, and because of the continuously changing landscape, the most creatively fascinating.

Bob subscribes to the adage “Form follows Function”. With the caveat that “Function then follows Form”. Yes, the client has program needs and functional requirements and the form must respond to those program definitions or the architect hasn’t done his job. But, a process that is occurring within a particular space can be enhanced, made more efficient, or positively influenced by the arrangement and character of the space. He is not just satisfied with meeting the program, but improving it.

Over his 30+ year career, Bob’s architectural interest has evolved from the basic production of construction documents and construction practices, to understanding the engineering aspects of a project, to the forms the spaces take. Most recently, he has become a student of how interior design, finish selection and lighting choices impact the overall characteristics of the final built environment and human experience.

Project Responsibilities
Bob is the primary client point of contact. He is responsible for the creative direction of all projects, management of the document production process, coordination of engineers and other consultants, and permitting approval. He also oversees quality control, spec writing, estimating and construction administration efforts.
Bob formed the RKG Design Group to further his passion for the design and construction of healthcare, hospitality, office and retail spaces. As a Principal of his previous firm, Bob was responsible for all aspects from program development through design, permitting and construction. During his career, he has formed numerous personal relationships with his clients and an inside understanding of their businesses. Often they would call him for advice that extended beyond the built environment into their business operations. He was also responsible for internal operations such as the day-to-day management of the architectural department, architectural staff development, and involved with strategic business decision making.

Let's Build Something