The governance framework for a major healthcare masterplan does not arrive in a consultant's methodology deck. It begins in a room where a minister, a clinician, a finance director, and an architect are each looking at the same programme through a different lens — and nobody has built the structure that connects what they see.
TRELLICK works in that gap. We advise institutions — governments, health systems, developers, cultural organisations — on the projects that define their next decade. The work spans the full arc from vision to delivery.
Design literacy at the strategic level. Strategic discipline in design processes.
What makes TRELLICK distinct from the strategy firms, the project managers, and the architecture practices with advisory arms is a specific dual fluency: the ability to engage credibly with OMA, BIG, or Morphosis on design intent — and equally credibly with a minister or a board on governance, investment, and institutional risk.
Our work is typically innovation-led: projects that don't yet have a precedent, a template, or a proven procurement path.
01
Defining strategic intent for assets and programmes over 20- to 50-year horizons. Translating political ambition into something that can be governed, funded, designed, and delivered.
02
Designing the structures that govern programmes — steering committees, approval pathways, design review protocols, investment gates — with the same rigour as the physical assets they produce.
03
Long-term masterplanning for academic health systems. Capital strategy for brownfield transformations, greenfield masterplans, and research institute asset strategies.
04
Strategic advisory for anchor assets — museums, theatres, universities, stadiums — and the masterplanning governance that connects them to the cities they serve.
05
Managing design competitions, writing briefs, establishing design governance, and advising clients on how to be effective design clients across the life of a programme.
These service lines are not independent offerings to be selected from a menu. They are facets of a single practice that reflects how real engagements work.
Hamad Bin Khalifa Medical City required all five simultaneously. The vision for the masterplan had to be translated into a governance framework that could survive changes of minister and shifts in government priority. The healthcare content was inseparable from the capital strategy. The civic positioning required urban and district-level thinking. And the appointment and management of OMA, Henning Larsen, and the broader 78-person consultant consortium was a design advisory function that ran for a decade.
Where an engagement requires research depth, computational analysis, or AI-augmented delivery beyond TRELLICK's advisory mandate, RELLICK — the research practice — provides the analytical substrate.
A research-led initiative reframing hospitals as continuously evolving operational systems rather than fixed building types. Wolfson Economics Prize submission.
What happens when a hospital must be designed for clinical models that don't yet exist — and why governance innovation matters as much as architectural innovation. Wolfson Economics Prize 2021.
How cultural and civic institutions create long-term economic and social returns when planned as anchor assets, not standalone buildings.
Why governance is the least glamorous and most consequential layer of any capital programme — and why it should be designed with the same rigour as the buildings.
What separates buildings that endure from those that become obsolete — and why design briefs need a fifty-year lens.
Why the most complex projects are often the ones with no template — and how to build delivery frameworks for things that haven't been built before.
TRELLICK was founded on a clear premise: the most complex projects in the world deserve strategic advice rooted in design culture and grounded in delivery experience — not methodology decks.
The founder's trajectory — Foster + Partners, Bates Smart, Buchan Group, then a decade of executive leadership at Hamad Medical Corporation and NEOM — produced a specific kind of fluency: the ability to work with OMA on design intent in the morning and a minister on governance risk in the afternoon.
Innovation-Led Delivery
We specialise in projects without precedent — where the brief, the governance and the delivery model all need to be invented.
Design Literacy
Credibility with OMA, BIG, and Morphosis on design intent — not as a design studio, but as a strategic partner.
Governance Rigour
Decision architecture designed with the same care as the physical assets it produces.
Capital Discipline
Rigour in how ambition meets budget and delivery reality.
Institutional Understanding
How decisions are actually made in complex institutions — not how they should be made in theory.
International Reach
A decade of delivery in Qatar and Saudi Arabia. Offices in London, Riyadh, and Sydney.
TRELLICK works with a small number of clients at any one time. Engagements are structured around outcomes, not hours.
hello@trellick.auWe processed the masterplan, the clinical strategy, the demographic projections, and the technology roadmap. What emerged was not an answer, but a better question: what happens to a hospital designed for permanence when the care model it serves changes every seven years?
RELLICK exists because the questions that matter most in the built environment are increasingly the ones that cannot be answered with the tools most institutions use.
TRELLICK builds the strategic position. RELLICK tests it.
Where TRELLICK — the advisory practice — works directly with clients on strategy, governance, and delivery, RELLICK works on the intellectual and analytical substrate: the research, the data, the computational analysis that gives strategic decisions their depth.
RELLICK is not an AI company. It is a research practice that uses AI as one of its instruments — alongside structured research methods, comparative analysis, scenario modelling, and domain expertise from decades at the intersection of design, strategy, and complex institutional environments.
01
Large-scale comparative studies across masterplans, governance frameworks, and procurement models. Precedent analysis for projects without precedent. AI-augmented research at scale.
02
Structured exploration of what happens when assumptions change. Technology impact assessment. Demand modelling under uncertainty. Adaptability analysis for long-life assets.
03
Strategy reports, governance frameworks, and research publications produced at editorial quality. AI handles processing, synthesis, and drafting. Humans provide domain judgement.
04
Strategic advisory for MENA-based programmes. Governance frameworks for institutional environments where Western consulting models do not translate directly. A decade of regional experience.
AI handles the 80 per cent of knowledge work that is processing, synthesis, drafting, and iteration. The human provides the 20 per cent that determines whether the output is credible: domain judgement, design sensibility, institutional understanding, and the capacity to know when the AI has produced something that is fluent but wrong.
The tools are not proprietary. The proprietary element is the method: how the tools are configured, what they are asked to do, and how their output is evaluated against real domain expertise. A single researcher with the right tools can process, cross-reference, and synthesise document volumes that would require a team of five to ten using conventional methods. The productivity gain is real. It means deeper analysis, not cheaper analysis.
The research that started with a question from the middle of a US$10 billion healthcare capital programme.
Separating hospital infrastructure from clinical programme — treating them as two distinct procurement and design processes running at different speeds. Wolfson Economics Prize 2021.
A comparative analysis across 47 healthcare masterplans in 12 countries. What emerged was not a best practice, but a pattern of shared assumptions that no longer hold.
In 1950 the doubling time of medical knowledge was 50 years. In 2020 it was 73 days. What this means for any hospital designed to last fifty years.
How a single researcher with the right tools produces analytical work that would otherwise require a team. The method, not the tool, is the differentiator.
RELLICK is the research practice. Where TRELLICK advises on strategy, governance, and delivery, RELLICK provides the analytical depth — the research, the data, the computational analysis that gives strategic decisions their foundation.
The two practices work together or independently depending on the engagement. The two practices share a model familiar from OMA and AMO: one builds the strategic position, the other tests it.
Research Depth
Structured analytical work that produces findings clients can interrogate, test, and use to challenge their own assumptions.
AI-Augmented
Deeper research at the same price point — more evidence, more rigour, more comprehensive analysis. Not cheaper research at a lower one.
Design Culture
A research practice rooted in design sensibility, not management consulting methodology.
MENA Focus
A decade of executive leadership in Qatar and Saudi Arabia. Return with a refined mandate, not market entry.
Applied, Not Academic
The output is a governance framework or a scenario model — not a journal article. Though the rigour should meet academic standards.
Domain Expertise
AI handles processing and synthesis. Humans provide the domain judgement that determines whether the output is credible.
RELLICK engagements are structured around research scope and deliverables, not hours. For TRELLICK advisory clients, engagement is seamless. For independent clients, RELLICK is engaged directly on research, analysis, and international advisory commissions.
hello@rellick.ai