Our clients include rights holders, sport federations, national or local governments, sports clubs, venue owners or operators, event organizing committees, funding bodies.

As global leaders in sport infrastructure and education our unique service, shares knowledge, expertise and learnings to deliver stronger economic, environmental and social value outcomes for venues and events. Our solutions provide the following key benefits:

  • Highly efficient venue development across the entire project lifecycle for the benefit of all stakeholders.
  • Identification of client and project objectives balancing the value of initial capital cost, whole life cost, carbon reduction, environmental standards, and social value.
  • Establish a governance process and project controls to ensure adherence to project KPIs.
  • Provide transformational digital and data solutions.
  • Provide world-class venue and event learning programmes to deliver operational excellence for the long-term sustainability of a venue.
  • Project funding via best flexible market rate venue financing available out of London markets.

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We Plan Educate and Deliver to enable sustainable economic, environmental and social value outcomes for sport infrastructure.

Sustainable Venue Solutions (SVS) is a joint venture between Rider Levett Bucknall (RLB) and World Academy of Sport (WAoS). We bring together a best-in-class team with a wealth of experience and expertise in the sport sector. The combination of our respective skills creates an infrastructure solution that will create long term success.


RLB is an independent global construction and property consultancy providing management and advice throughout the built environment.

We are committed to creating value for our clients, achieving commercial and programme success and sustainable optimised assets to projects across the world. We do this through our extensive expertise in cost and project management, asset advisory and specialist consultancy.

RLB has been supporting the delivery of sports venues across the globe for over 50 years and major events since Sydney 2000.


The World Academy of Sport is a global leader in Education for Sport, providing tailored education programmes for sports executives, leaders, managers, administrators and officials for over 20 years.

WAoS provides the best possible industry certified programmes tailored to partner learning objectives and is a recognised leader fulfilling a vital professional need within this rapidly evolving international sector. WAoS is recognised as ‘World Sports’ Education Partner.



We provide industry leading advice and support to co-create sustainable projects for our clients.

From inception to operation, working with our clients to address the challenge of creating sports facilities that have long term economic, environmental and social success.


  • Identifying client needs and desired outcomes
  • Develop a sustainable infrastructure strategy
  • Set measurable targets
  • Scenario planning of optimised solutions
  • Lead on whole life economic viability and business planning
  • Effective digital and data strategy
  • Robust procurement plan
  • Executive education via structured workshops to support strategy development
  • World class venue and event learning programmes as an integral part of the business plan
  • Create high performing teams that are equipped to manage the long-term operational sustainability of a venue
  • Procuring for value aligned to critical success factors
  • Governance throughout the project lifecycle to assure delivery
  • Delivering contemporary and measurable environmental and social value standards
  • Efficient and tailored digital and data solutions
  • Seamless transition into operations
  • Facilitate best value project funding

Athlete Pathway Programme

FIBA Academy 3X3 School Hoops

Badminton World Federation (BWF)

Bahrain Olympic Committee (BOC)

Sport Authority of Thailand (SAT)

International Tennis Federation (ITF)

Games Learning Model

SVS reaches into the wealth of experience and expertise of both RLB and WAoS with exemplar projects and partners


Sport and Social Infrastructure



A key challenge for mega event organisers is securing funding and demonstrating value to communities of the benefit from hosting such events. The capital cost alone is in the US$ billions and there is much commentary around cost overruns of each edition of mega events. More recently host cities are now adopting the upgrade of existing infrastructure or temporary venues. In both instances a well defined business plan needs to align to the long term community objectives.More broadly, for sports infrastructure globally there will be an estimated US$15 trillion infrastructure investment funding gap by 2040 and the trillions of dollars of private capital, both foreign and domestic, searching for a home.


The WAoS-EIX partnership provides a global, transparent option for all levels of the sports industry and their stakeholders to access funding for capital projects that is facilitated by a dedicated, regulated exchange. This is accessible not only to organisers of major events such as the Olympic and Paralympics Games, but also available to all levels of the sports industry looking to fund infrastructure, including community sports facilities and professional sports rights owners such as leagues and teams.Because of WAoS’ long-standing expertise in providing world leading sports and event-based educational programmes, those raising capital through the EIX will be able to incorporate the training and development of local workforce within their business plans for each piece of infrastructure to make their projects more efficient and sustainable. Having a skilled workforce in place will de-risk the delivery of a sustainable business plan for such projects considerably.Overall this funding solution for the global sports industry provides for well-conceived, well executed, well managed sustainable assets.


By linking EIX financing pathway to education and workforce training, public authorities and tax-payers have greater confidence that infrastructure projects will be managed effectively through robust business plans that yield sustainable legacies. Over time, venue-based knowledge will progressively be captured and shared to further define the asset class and assess the true risk profile of the infrastructure investments for sports events and communities alike.



Olympic Games Knowledge Management (OGKM) within the International Olympic Committee was responsible for the capture, configuration and dissemination of knowledge related to Games delivery. Following London 2012, OGKM was poised to embark on a new strategy, namely OGKM 3.0. Learning was an important aspect that was focused on within the natural evolution of OGKM, and therefore a conversation with WAoS was instigated to develop this new approach.


Through planning with WAoS over 18 months, a strategy was constructed to develop the Olympic Games Learning Model (OGLM) to better service each respective Organising Committee of the Olympic and Paralympic Games (OCOG) and instil a passion for ‘learning and sharing’. Subsequent to the strategy development, WAoS worked as the education provider to OGKM to develop and implement a number of learning services across the IOC Games Management Team and with future OCOGs.


Many activities were established to support the IOC’s Games Department and OCOGs through applying several WAoS methodologies. For example, the Games Experience Programme (GEP), developed to provide unique behind the scenes learning for the major event industry, Learning Pathways have been established and implemented in OCOGs along with online learning, case studies, train the trainer and executive education programmes among others and all underpinned by ‘Censeo’, the WAoS Learning Platform.



Olympic Games Knowledge Management (OGKM) within the International Olympic Committee was responsible for the capture, configuration and dissemination of knowledge related to Games delivery. Following London 2012, OGKM was poised to embark on a new strategy, namely OGKM 3.0. Learning was an important aspect that was focused on within the natural evolution of OGKM, and therefore a conversation with WAoS was instigated to develop this new approach.


Following a selective competitive tender, WAoS was identified as the stand-out respondent to the requirements of the large technology project that was envisioned given our tried and tested learning platform, our understanding of the needs of international sport federations and our approach to partnership. The design of the ITF Academy was instigated which entailed the provision of a simple self-publishing eLearning SaaS solution, a complete rebuild of iCoach - with additional features to future proof the system - and an overhaul of coaching certification and on-court-assessments. Naturally, the approach was undertaken in a responsive context with the site now recognised as significant in the digital portfolio of the ITF. It was also the first partnership to apply the new ITF brand allowing a partner to implement this for the first time.


Feedback throughout 2019 was extremely positive and the ITF has now embarked on further engagement with its members to make use of the tools that the ITF Academy provides.



SAT was looking to identify ways to enhance its national sport federations and better support Thailand’s athletes throughout the mid-2000s given the various international events that were being hosting in the country such as the Summer Universiade. With various projects and major events successfully delivered, SAT recognised areas that could be enhanced and sought to identify a partner which could empower its national sport communities and leverage its international position.


Following discussions between SAT and WAoS, the SAT Sports Leaders Programme was launched with the aim of enhancing the capability of sport administration throughout Thailand and introducing international excellence in its approach. The programme focuses on sports leadership, national federation(NF) management, sport master planning and athlete pathway development.WAoS also worked with SAT and the Thailand Olympic and Paralympic Committees to identify and structure a longitudinal relationship with Manchester City Council in the lead up to London 2012. This involved several years of cooperation culminating in pre-Games training camps in Manchester.


Over the years, the SAT Sports Leaders Programme has grown in reputation and is recognised as the preeminent sport programme in Thailand open to NF board member/staff and senior SAT leadership. It has now been delivered for over a decade, and due to its success, SAT has further expanded its education offering to the national sport community in Thailand through additional WAoS education programmes and study tours.



Having established a well-defined coaching pathway across Bahrain, the BOC identified a gap in the management of its National Federations (NFs). It embarked on a programme of modernisation to allow common administrative functions to be provided more consistently across NFs in order to allow them to focus on the important aspects of developing their respective sports and athletes.


WAoS was engaged to identify how such a programme could be effectively implemented throughout the Bahrain sporting sector and enhance the professionalisation of sports locally. Through a detailed analysis, it was identified that a programme pathway for sport administrators would provide the necessary skills development required locally to achieve the overall goals of the BOC. These programmes provided international expertise along with localised content and context to develop individuals from the local club level through to leadership roles in sport.


Over a number of years, the programmes engaged and developed the Bahrain sport sector and introduced participants to new and innovative approaches to sport development and management. The BOC also involved the regional sporting bodies and provided opportunities for various countries throughout the GCC (Gulf Cooperation Council).



Having established a well-defined coaching pathway across Bahrain, the BOC identified a gap in the management of its National Federations (NFs). It embarked on a programme of modernisation to allow common administrative functions to be provided more consistently across NFs in order to allow them to focus on the important aspects of developing their respective sports and athletes.


The education vision that BWF identified had an immediate resonance with WAoS and we could clearly see how and where we could add value to their programme offering. We progressed a variety of activities focusing on providing programmes that support the development of BWF’s member associations through administration courses and events courses. Additionally, our platform has progressively played a more important role as Shuttle Time and coaching online courses now create blended learning opportunities. These reduce the time spent in face to face workshops and ultimately save resources of member associations due to a reduction in time and space requirements for such courses.


Resources and courses have now touched all corners of the globe and member associations have been inspired to create opportunities for their communities to play badminton, often for the first time. One endearing story involved badminton representatives in a small nation in Oceania who were initially overwhelmed on the first day of a Player Pathway Programme. However, by the end, they embraced the new ideas and went on to create the nation’s first national championships and junior national championships within months of the programme. This has evolved to a coordinated player pathway from Shuttle Time being delivered in schools through to opportunities for players to compete internationally.



With 3x3 basketball set to become the newest Olympic discipline at the Tokyo 2020 Olympic Games, the opportunity was there to create a grassroots mass participation programme engaging local schools, communities and the National Federation. The discipline, as the world’s most played urban team sport, provided an excellent platform to showcase WAoS’ People Development methodology, by training Ambassadors, Physical Education Coaches and students thereby increasing participation in youth sports and leveraging interest in 3x3 basketball locally.


Through WAoS’ longstanding relationship with the city of Manchester and the participation of Basketball England, the FIBA Academy (a joint venture between FIBA and World Academy of Sport) developed a 6 month programme, establishing a training framework to engage schools and develop resources for teachers and students to implement 3x3 in schools throughout the city. WAoS developed and delivered training sessions, learning materials, drills books, exercises and curriculums for physical education classes in local schools. The programme culminated in an outdoor 3x3 School Hoops festival hosted at Manchester City’s iconic Etihad Stadium on July 12 2019, with the participation of FIBA 3x3 skills gold medal winner Dahlia Monteiro.


The 3x3 School Hoops pilot project garnered significant interest from 16 Greater Manchester area schools and considerable participation from both girls and boys. With the success of the 3x3 School Hoops Festival, social media coverage and Press Releases distributed through FIBA.basketball drew attention and impressions to the 3x3 School Hoops programme. The programme is now expanding through roll-out in other UK cities and other countries thereafter.



The Athlete Pathway Programme provides an appropriate global intervention that can be delivered on a regional basis, with the aim to have more member associations/ national federations aware of the importance of athlete pathways and performance planning. The programme is focussed on empowering member associations/ national federations to understand the key elements in leading and supporting a clear athlete pathway enabled through effective performance pathway planning for their sport/ organisation. Through the identification of short, medium and long-term goals, the programme highlights ways to maximise outputs at each stage of the pathway.The Athlete Pathway Programme has been delivered across multiple regions and languages for various levels of member associations/ national federations. Partners include BWF, ICC, WCF, World Rugby as well as several open intake programmes.


Overall, the programme not only facilitates understanding behind the approach required to build and manage athlete pathways but also provides a systematic and practical approach to developing a performance pathway plan that enables IFs to work with member associations/ national federations to implement and activate over the following yearsKey aspects of programme delivery include: - Three-day intensive Executive Education style programme or remotely, utilising a blended learning approach - Pre-programme preparation, group work during the programme, additional individual planning sessions, and post-programme plan development. - Regional delivery utilising region-specific and sport-specific content.


Participants should have achieved the following outcomes at the completion of the programme:a) Identify the key drivers and inputs required for the development of an athlete pathway for their sport/ organisation b) Recognise the role of the athlete pathway in underpinning the development of high-performance outcomes for their organisationc) Review good practice case examples of successful athlete pathway development, realized through strategic performance planning.d) Describe how to make the athlete pathway a priority within their sport/ organisatione) Develop an action plan for their athlete pathway which includes: .Talent pool creation strategies based on ‘end-point’ planning; .Strategies to identify and select athletes into the athlete pathway; .Talent development strategies with associated KPIs and resource planning; .Athlete support services linked to pathway and athlete requirements; .Talent presentation strategies that aims to retain high performing athletes and provide them with the greatest chance for success; and .Stakeholder integration and strategies for a shared vision.

Wanaka Sports Facility & Aquatic Centre

Sports Events Cost Benchmarking

State Aquatic Centre

Rio 2016

Providence Park Stadium

London 2012 Olympic Games

Adelaide Oval Redevelopment

Everton FC - The People's Project


Appointed in 2015 by Everton Football Club - one of the founding members of the Football League, RLB has been providing cost management services for the Club’s transformational project to build the Everton Stadium at Bramley-Moore Dock.

Combining a new iconic football stadium and community-led legacy plans, this innovative scheme is delivering one of the largest packages of public benefits ever seen in the North West. This will generate a £1.3bn boost to the economy, create tens of thousands of jobs and attract 1.4million visitors, annually, to the Liverpool City Region.

The project has already won plaudits and accolades with its eye-catching design which brilliantly blends the modern with the traditional. The stadium has also been shortlisted as part of the UK and Ireland’s UEFSA EURO 2028 bid.

Reimagining the past

The 52,888-capacity development is located within Liverpool’s historic docks on the banks of the River Mersey and offers one of the country’s most storied football club a platform for growth. The development includes improved functionality, hospitality, enhanced VIP facilities, accessibility, sustainability modernity and quality from their current Goodison Park home. It is designed to be at the service of the club, the neighbourhood, the city and includes the reinstatement of the surrounding historic public realm and remediation of a Grade II listed Hydraulic Tower and Engine Room which was built in 1883 and is an integral part of daily life during the dock’s heyday.

With the new stadium being developed at the semi-derelict North Liverpool Docks, initial enabling works saw the reclamation and infill of Bramley-Moore Dock with over 450,000 m3 of sand being dredged from the Irish Sea and pumped and compacted into the site.

Setting the standard for sustainability

The stadium is primed to be one of the most environmentally friendly football stadiums ever built. Initiatives are put in place to reach this goal including exceeding the ambitious target of re-using 95% of all materials on site, provision of facilities such as electric car-charging points and parking for bicycles and improving the accessibility for those walking to the new stadium, along with providing a shuttle bus to the city centre and helping to improve the local rail infrastructure.

From the early feasibility stage, RLB worked closely with the Club and Project Manager, together with an international sports architect and engineering team. By utilising RLB’s global sport stadium experience, the RLB team utilised specialist stadium cost benchmarks while working in tandem with the design team. RLB completed initial feasibility cost planning to support the development of the brief, choice of alternative sites and evaluation of the stadium design competition. Our team managed contractor procurement and conclusion of a contract sum with the preferred contractor at the end of an 18-month Pre-Construction Services Agreement, during the COVID pandemic and a period of more recent market volatility. RLB also provided lifecycle costing and continues to provide post-contract services including change control and monthly cost reporting.


The project is currently under construction and is due for completion in the 2024/25 season.


Comprehensive design work focussing on a user-friendly spectator experience, crowd circulation through the Western, Southern and Eastern stands facilitated by covered concourses up to 10 metres wide, while multi-level atriums, lifts, escalators and stairs will deliver spectators efficiently to their relevant tier. The stadium will deliver shade through summer and protection from the elements in winter, with 77% of seats under cover. 2000 dining spaces plus hospitality suite, boxes, open bars, BBQ terraces and food courts. New player facilities will include an international standard indoor cricket centre providing increased floor area to the existing facility, indoor cricket nets, a high performance gym and associated player facilities. This multi-purpose area is designed to double as a football facility which will be branded according to the home team of the day and will accommodate a state-of-the-art indoor training and warm-up facility and additional merchandising stores. Complex amenities will exceed stadium requirement by 20%.


It’s a brief, billion-dollar celebration of sport, but the Olympic Games can leave a lasting legacy.

With 26 sports across 34 venues, 10,500 athletes, a 200,000-strong workforce and 20 million spectators. Years after the medals were tallied, the London 2012 Olympics remains a benchmark for sport events worldwide – and RLB was proud to play our part.

Cities invest billions of dollars hosting the Olympic Games with hopes that the legacy infrastructure will deliver value for generations to come. But large international events, when not managed carefully, can cripple cities and leave long trails of debt.

This was the challenge facing the London Organising Committee for the Olympic Games when it turned to RLB for help.

Smart solutions create sustainable value

Working closely with LOCOG’s design team from the earliest stages, RLB determined that just six of the 37 competition venues would remain as permanent structures.

RLB’s temporary overlay was delivered on time and within budget – with more temporary venues rolled out and packed up than in the previous four Summer Olympic Games combined.

“Olympic Games are billion-dollar projects – so the due diligence, costings and business case must be water-tight. RLB brings a very process-driven approach to help organising committees make the right decisions at the right time.”
-    Russell Lloyd, National Head of Cost Consultancy, RLB

The challenge? A cost-effective venue that could be reused, relocated and recycled after the Olympic Flame was extinguished.

RLB identified the scope and provided ongoing cost control. After the temporary venue was deconstructed, all the materials were reused, including sand recycled at sports venues around London.

Harnessing its team of global experts

Horse Guards Parade was one of 34 Olympic venues to showcase world-leading temporary construction and environmental regeneration. LOCOG and its partners, including RLB, had just 36 days to create the temporary beach volleyball venue at the centre of London’s ceremonial life.

•    9 venues at Olympic Park, 2.5 square km in size were equivalent to 357 football pitches
•    20 million spectator journeys, including 3 million on the busiest day of the Games
•    200,000 strong workforce, including 100,000 contractors and 70,000 volunteers

The best outcomes only come from the best people

RLB boasts a team of 20-plus specialists in sport stadiums and events. We bring our global experts to the table and build a local team around them – and this was the the differentiator that delivered the world’s best Games in London.

Strong partnerships and great places

Since the last athlete stepped down from the dais, the Olympic Village – now known as East Village – has continued to evolve and is home to more than 4,500 people. The former press and broadcast centres are a digital hub. Queen Elizabeth Park has welcomed more than five million people. And more than 10,000 people are working on new projects that continue the urban regeneration.

We’re confident RLB’s work, starting more than a decade ago, will continue to foster and nurture strong partnerships and grow great places for decades.


Fresh perspectives and flawless execution create a fans-first experience in Portland

Providence Park is home to the Portland Timbers and Thorns – two professional soccer teams with famously-passionate fan bases. Providence Park’s site – with a history as a sporting venue stretching back to 1893 – is as revered as the teams who play there. How would a renovation of this iconic cathedral to sport, located at the centre of the city, be realised? With fresh perspectives and flawless execution, that’s how.

Providence Park is one of the oldest stadiums in the Major League Soccer – and Peregrine Sports LLC wanted a renovation that respected this rich history. The stadium’s most recent expansion, unveiled in 2019, gave 4,000 extra fans the chance to watch the live action unfold. An innovative design by Allied Works added four new tiers of seating, protected by a 117-foot cantilevered roof, to the stadium’s east side. This provides dramatic views of the pitch while maintaining an airy arcade and street-level concourse along Southwest 18th Avenue.

Goal-oriented talent

With an unmatched combination of global expertise and local knowledge in sports and entertainment projects, and with a reputation for innovative problem-solving, RLB was chosen by Peregrine Sports LLC to provide milestone cost estimates during the design phase of the project.

The language of sport may be universal – but that doesn’t mean all sport venues are the same. RLB understands that each bespoke project brings together unique challenges. Whether these are technical, political or cultural, RLB draws on deep global experience to help our clients navigate the process.

Our challenge was to ensure the renovation of Providence Park maximised the modern-day fan experience while respecting the heritage and original 1925 masterplan of a much-loved stadium. RLB has kicked many goals on sporting infrastructure in the past and was proud be part of this winning project.

When done well, stadiums can act as catalysts for urban regeneration, anchor communities and add real value to cities. RLB’s team undertook the task of cost estimation with a focus on long-term value – and that meant delivering a great sport experience today and enduring community benefits tomorrow.

A new theatre for sport

The project team turned to Shakespeare's Globe Theatre in London for inspiration, where stacked levels of outdoor seating bring audiences close to the action.

The design of the seating on each level was carefully adjusted to achieve the right slope and floor-to-floor heights – optimising views of the pitch and the experience of ardent spectators.

$85 million renovation
4,000 new seats
117 foot (35 metre) cantilevered roof

Fans first design

Fans are at the heart of the Thorns’ and Timbers’ fame, and the atmosphere at Providence Park is the teams’ biggest calling card. A seat in the stadium is the hottest ticket in town. With every Timbers game a sellout since 2011, and with a season ticket waiting list of 13,000, the Timbers Army of supporters was thrilled with the extra seating – and with the news that 80 per cent of new seats would be dedicated to new season ticket holders.

Best seat in the house

Costing a complex renovation like Providence Park requires careful consideration at every stage. The compact site, hemmed in by streets, light rail lines and the nearby Multnomah Athletic Club, presented a series of complex access and logistics challenges. The steel canopy over the seating bowl – a sloping, intricate and custom-fabricated element – required thoughtful consideration from RLB’s team. Then there was a narrow window of time for completion – during the Timbers’ off-season – which made schedule constraints a significant cost consideration. RLB’s team pushed the boundaries off the field to ensure, come game time, new generations of Timbers and Thorns fans would have the best seats in the house.



Making the Rio 2016 Games a reality

Rio de Janeiro was awarded the 2016 Olympic and Paralympic Games in 2009, which was a first for South America.

More than 11,000 athletes from 207 National Olympic Committees took part, including first time entrants Kosovo, South Sudan, and the Refugee Olympic Team.

These sporting events took place at 33 venues in the host city, and at five in São Paulo, Belo Horizonte, Salvador, Brasília, and Manaus.

RLB provided budget advice and cost estimates for all the temporary venues and temporary overlay required for games time.

Many temporary venues were in iconic locations such as Beach Volleyball on Copacabana Beach; Rowing in Lagoa Rodrigo de Freitas, in the shadow of Christ the Redeemer; Triathlon and Road Cycling at Fort Copacabana; Rugby 7’s at the Deodoro Stadium and Archery at the Sambodromo.

With expertise gained from the Sydney 2000 Olympics through to London 2012, our event cost managers became a part of the Rio 2016 venues team in their offices in Rio de Janeiro.
Working closely with overlay project managers and designers, they determined where cost efficiencies could be incorporated into the designs while identifying risks and mitigation measures.


A new State Aquatic and Leisure Centre built together with a GP Plus Health facility and multi-storey carpark.

The State Aquatic Centre features four swimming pools of various sizes for competition, fitness and recreational use. The facility also offers a seating stadium for 4500 spectators, media facilities, health club with a gymnasium and cycle studio, waterslides, function facilities, creche and café.

Client benefits

Delivery of a state of the art Aquatic facility and health budget.


Increasing assurance on project costs

A high-profile organiser of major multisports events commissioned RLB to collate and benchmark cost of construction data for its different events to improve planning of future projects. We applied our cost management and digital development expertise to develop a cost benchmarking system that would improve assurance of projected cost outcomes.

Our bespoke system has provided our client with a level of perspective that is unparalleled within the sports event sector in terms of the ability to benchmark the construction costs of past and present events. The insights revealed by our database have been used to support negotiation, reporting and bidding processes, leading to better, more informed planning decisions and a significant increase in cost certainty.

Database contains 20 years of information

We developed a database which holds venue overlay cost information on previous editions of our client’s sports events over the last 20 years. Our cost management consultants worked closely with colleagues in RLB Digital to create a detailed brief for the benchmarking system, focusing on the user interface and outturn reports as well as data cleansing and regularisation. The substantial amount of raw data provided by our client was solid but required us to align cost headings and reporting formats used for diverse venues across a lengthy time period.

“RLB is a trusted consultant and has an extensive track record of providing us with expert cost management support. It has consistently delivered advice and insights that have made a real impact on our organisation’s ability to plan projects with greater cost certainty.”

  • Confidential sport sector client

Our experts understood the composition of such venues and were able to interpret and question the data rather than simply cleanse and align it. This ensured that the data sets uploaded to the database were reliable and, most importantly, comparable for benchmarking purposes.

Global network, local knowledge

Our construction economists provided relativity indices for cost and location to support the cost benchmarking function of the database. Knowledge of local markets provided by our global office network was critical in informing this. All cost information was uploaded to the database, alongside key metrics such as number of athletes, competition days, stadium capacities and venue photography. The logic and outputs of the database were extensively tested before handover to our client.

Groundbreaking benchmarking tool

RLB has delivered a first-of-its-kind benchmarking tool that supports rights holders in comparing sports events on a like-for-like basis across the globe, accounting for local delivery and the year of delivery. It provides the ability to compare venues across various metrics including the number of athletes and spectators, ticketing revenue and sports programme. The database, which is hosted on our RLB Focus dashboard reporting platform, will be maintained with updates on inflation indices and expanded with additional event data.


This new sports facility for Wanaka and the Upper Clutha community is a multi-use complex, with Stage 1 currently under construction.

It includes a sports hall with two courts, fields, a grassed area for casual public recreation, an outdoor public paved court area, a multi-use artificial turf area, a car park and a wide-perimeter track that connects with the local cycleway and walkway network.

Stage 2 involves an adjoining indoor aquatic facility, which includes the main pool, a smaller learner pool, as well as a reception and amenities area.

RLB in Otago is providing full quantity surveying and cost management on this project to the Queenstown Lakes District Council.


Derek Nix

David Cook

Lin Zhang

Trevor Globe

Heather Evans

Jordan Beckett

Michelle Zompi

Michael Cary

Mark Sims

Jonathan Edwards

Russell Lloyd

Andrew Reynolds

Dean Gosper

Stephen Mee

Chris Solly

Our Team

Board of Directors



Andrew is a SVS Board Director and also Chairman of RLB’s Global Board, as well as the Chief Executive of RLB in the UK and is passionate about creating and delivering the best outcomes for our clients and our people. He has a particular interest in creating opportunities for people to develop and succeed in the construction industry. Andrew has over 25 years of industry experience. As a Global Board Director, he represents RLB EMEA within the global practice, and is responsible for the RLB Euro Alliance; a network of independent businesses specifically selected to enhance our international offering. He ensures they function effectively together, utilising both local expertise and global networks to deliver successful project outcomes.


Chris is a SVS Board Director and also the Chief Executive Officer of the World Academy of Sport and Managing Director of IF Education. Chris was instrumental in the conception and creation of Olympic Games Knowledge Services (OGKS), a joint venture with the International Olympic Committee (IOC). Prior to this Chris was the inaugural Chief Executive of the Australian Ski Institute as the forerunner to the Olympic Winter Institute of Australia, an internationally recognised high-performance centre of athletic excellence. Based in Switzerland, Chris is regularly working with many of the International Sporting Federations on their athlete and executive education programmes.


Stephen is a SVS Board Director and also the Managing Director of RLB in New South Wales. He specialises in strategic procurement, contract solutions, construction cost planning, cost management, and financial institution reporting and monitoring. Stephen has built an impressive 40-year career of professional achievement and leadership. A respected construction cost planner, property consultant, and financial services counsellor, he has excelled in developing new strategies to deliver projects on time and under budget.


Dean is a SVS Board Director and also Director of World Academy of Sport, Council Member International Ski Federation, Chairman Olympic Winter Institute of Australia. Dean is a self-employed investor, with degrees in Law and Economics. Dean’s commercial experience includes over 11 years in corporate banking with a leading international investment bank. He has also partnered in the establishment of Latina Pasta, that today remains a high-profile Australian fresh food brand. Dean’s involvement as a shareholder and Director in World Academy of Sport spans over 20 years and allows him to draw on his joint experiences in business, education, and sport. Today, Dean Gosper is Chair of the Olympic Winter Institute of Australia. In 2010, Dean was elected to the Council of the International Ski Federation (FIS), a position he still holds. Dean is passionate about developing achievable pathways in sport and education for the young athletes of today.


Russell is a construction cost specialist and Partner of RLB UK. Russell’s experience of sports projects began with grass roots facilities and since working on the London 2012 Olympic Games he has worked on multiple major international events and stadiums, arenas, and training facilities. Russell has undertaken roles for masterplans, host city bids, organising committees, right holders and major sports clubs, specialising in both legacy construction and temporary overlay solutions. More recently he is focused on driving better economic, environmental and social outcomes, and improving the industry’s impact on current and future generations.


Jonathan is a construction cost specialist and is RLB UK Head of Sport. Jonathan’s earliest involvement in sport was with the London 2012 Olympic Games and since then he has worked on multiple major international events across the globe providing consultancy advice to rights holders, host cities, and organising committees. His international experience allows him to understand the cultural differences that impact projects in different regions and the nuanced approaches of global clients. Jonathan is leading a drive towards measurement of value-based decision making in the sport sector built assets focussed on clearly defined project objectives and outcomes.


Mark is a construction cost specialist and a Director of RLB New South Wales and a Director of RLB Oceania Board. He specialises in masterplan and concept design management. Mark’s detailed approach ensures initial budgets are deliverable. Mark is recognised globally as an expert in the cost management of major sporting events. He has worked within two Olympic organising committees as a cost manager, and has provided budget advice to numerous Commonwealth and Olympic host and bidding nations.


Michael specialises in digital solutions and is the Director, Digital & Services of World Academy of Sport (WAoS), Michael is founding member of WAoS and is responsible for many areas across the business including its Censeo Platform and Industry Pathway. He has been at the forefront of developing industry focussed education programmes for its many international sport federation partners, often working on bringing concepts to fruition. The digital learning platform has been developed inhouse to meet the requirements of delivering education with strong quality assurance processes throughout the world in multiple languages and cultures as well as being an important tool to assist the delivery of the Olympic and Paralympic Games. Michael passionately believes in the invaluable contribution education for high-performing student-athletes can have on many student athletes’ lives in the coming years.


Michelle specialises in digital and data solutions and is the RLB Head of Digital Services. She is has experience of delivering digital and data strategies, information management and BIM, mobile data capture, data analytics, procurement and programme management and solution development.


Jordan is a senior programme manager and sport administration professional with over 10 years’ work experience within the Olympic movement that includes having worked at five editions of the Olympic Games. As part of the World Academy of Sport’s Education Services team, he manages the Games Experience Programme and Executive Learning Pathway programmes. During his six years working at the International Olympic Committee he worked in both the Olympic Games Knowledge Management (OGKM) team and the Events team. Prior to working at the IOC he worked for two OCOGs – within the Olympic & Paralympic Family Services team at London 2012 and at Vancouver 2010.


Heather specialises in Sustainable solutions and is a Partner of RLB UK and National Head of Sustainability. Heather is responsible for sustainability services including sustainability strategies, carbon consultancy, accreditations and social value. She is passionate about integrating planet into business strategies, and creating and delivering the best outcomes for our clients and our people. Heather has an extensive track record in delivering holistic strategies to improve sustainability, wellbeing and social value across a range of projects and sectors. She is a business lead for the UK’s Construction Leadership Council’s ConstructZero initiative and is extensively involved within the industry to develop sustainability, social value and wellbeing progress.


Trevor specialises in whole life asset management and is a Partner of RLB UK. With over 30 years experience Trevor understands the commercial business case for any built asset must meet rigorous environmental, sustainability and legislative requirements. His expertise and integration of data from our wider services can optimise design, construction and operation and takes into account the capital, operational, occupancy, energy, carbon, maintenance and replacement costs of buildings over a predetermined period. Trevor’s insights will help you improve your asset management.


Lin is the Chief Operating Officer at World Academy of Sport (WAoS). Based in Manchester, she leads the Finance, HR, Education Services and other corporate functions and is involved in all commercial and legal aspects of operations and strategy formation for the WAoS group of companies. Lin has a Global MBA from Manchester Business School and is a Certified member of the Chartered Institute of Management Accountants (CIMA). Lin is bilingual, speaks fluent mandarin Chinese and English.


David supports our client development and relationship management and is an Associate at RLB UK. David has worked in the sports industry for over 30 years. Within the sport infrastructure sector he led our relationship management on London 2012 ensuring our services met and indeed exceeded the clients requirements. David has worked predominantly with our sports clients ever since both in the UK and internationally managing the relationships with both our clients and the lead professionals we work alongside.


Derek is a senior advisor to SVS and is Managing Director and Principal of Nix Anderson Pty Ltd, a construction project management and property advisory firm working across many sectors. Over the past 22 years Derek has overseen the delivery of $4B worth of projects. Derek takes a hands on approach to all key requirements across a project working closely with each of the Stakeholders. Clients have the confidence their project is being actively managed to control risks and take advantage of each opportunity.

SVS pursues excellence in built environments for physical activity amongst communities. A core driver is to ensure projects align with the UN Sustainability Development Goals.

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