Altamont Advisory · Arm 01 · Evidence & institutions
Evidence and institutions strong enough for the decision that still has to be taken.
MERL. Strategy & policy. Institutional strengthening. Capacity that remains. Built for multi-country, multi-partner pressure.
Utilisation-focused MERL · strategy · institutions — senior team, not a lone advisor
Institutional weight
Depth across multi-country portfolios — Africa, Southeast Asia, and complex delivery environments.
950+
Institutional assignments
100M+
People reached
150+
Countries of delivery
300+
Specialists deployed
Shortlist materials for procurement and evaluation committees.
Download capability statementsCapabilities
Utilisation-focused MERL: evidence leadership actually uses for decisions — not shelf reports. Built for multi-country portfolios, multi-partner programmes, and adaptive management under real constraints.
Strategic direction that accounts for evidence, political economy, and delivery constraints — so options are real, not decorative.
The structures, mandates, and accountability systems that allow public and development institutions to deliver under pressure.
Capability designed to remain inside the institution — pathways, standards, and practice, not one-off workshops.
Who we serve
Selected work
Multi-region · Africa & multi-country portfolios
Outcome leadership defended
Board reallocation defended with comparable country evidence and a utilisation cycle managers actually used.
Pressure
90 days to reallocate mid-cycle across African country offices. Results incomparable. Partners disputed “good.” Millions at stake.
Multi-country · high-stakes operating environment
Outcome leadership defended
Prioritised next-phase design leadership could defend in the room — not a shelf report.
Pressure
Renewal window on multi-country governance. Thin political capital. No shared view: renew, redesign, or exit.
Multi-country · Africa & Asia delivery contexts
Outcome leadership defended
Cascade standards, QA checkpoints, and facilitator pathways redesigned so institutional ownership — not workshop volume — defined success after close-out.
Pressure
Leadership needed to know whether cascade volume was producing transfer of quality — or only workshop counts — in multi-country implementation.
National · complex institutional setting
Outcome leadership defended
Prioritised multi-year strengthening roadmap — quick wins sequenced against structural capability investments leadership could fund and defend.
Pressure
A public-sector reform unit needed a defensible view of what to strengthen first under constrained capacity and multi-stakeholder pressure.
One practice
Next step
RFP, evaluation TOR, or institutional challenge. Response within two business days.