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Altamont Advisory

Live · August 2026

Capability statement · Arm 01 · Core Advisory

Core Advisory

Evidence and institutions strong enough for the decision that still has to be taken.

When the stakes are material, leadership needs utilisation-focused MERL, strategy that accounts for political economy, and institutions that can carry the change. We are retained by ministries, UN agencies, and INGOs for assignments where the method must survive implementation — not only the workshop.

Institutional assignments
950+
People reached
100M+
Countries of delivery
150+
Specialists deployed
300+

For: Government ministries and public institutions · UN agencies and multilateral development organisations · International NGOs and foundations · Bilateral donors and implementing partners

Positioning

We design for the decision — not the shelf report. Implementation Integrity means methods that hold under timelines, politics, multi-partner delivery, and limited absorption capacity. OECD-DAC aligned where required. Local realism where multi-country work is hardest.

Core capabilities

MERL — Monitoring, Evaluation, Research & Learning

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.

  • Baseline, mid-term, end-term, and impact evaluations (OECD-DAC aligned where required)
  • Theory of change, results frameworks, and indicator systems tied to decision moments
  • Mixed-methods research and utilisation-focused learning reviews
  • Portfolio MERL and adaptive management for multi-country programmes

Strategy & Policy Advisory

Strategic direction that accounts for evidence, political economy, and delivery constraints — so options are real, not decorative.

  • Sector and organisational strategy development
  • Policy analysis, options appraisal, and roadmaps
  • Programme design and investment cases
  • Portfolio reviews and prioritisation support

Institutional Strengthening & Governance

The structures, mandates, and accountability systems that allow public and development institutions to deliver under pressure.

  • Institutional assessments and reform roadmaps
  • Governance, accountability, and performance frameworks
  • Process redesign and operating model support
  • Public sector and partner capability diagnostics

Capacity Development

Capability designed to remain inside the institution — pathways, standards, and practice, not one-off workshops.

  • Capacity needs assessments and development plans
  • Training of trainers (ToT) design and evaluation
  • Leadership and technical skills programmes
  • Communities of practice and peer learning systems

How we work — Implementation Integrity

  1. 01

    Listen for the decision

    We start where you are under pressure: what must be decided, funded, or defended. Only then do we reverse-engineer the evidence and constraints. If the decision is unclear, the method is premature — and we say so.

  2. 02

    Design for how you actually deliver

    Methods fit absorption capacity, political economy, and the operating environment. Global standards (including OECD-DAC where required) held together with local realism — especially in multi-country, multi-partner work.

  3. 03

    Leave the institution stronger

    Tools, standards, and learning loops stay with your teams. The test of Implementation Integrity: the system still works when we are no longer in the room.

Selected outcomes leadership can defend

Representative results. Named references available under NDA where approved.

  • Portfolio MERL for multi-country UN-supported programmes

    Board reallocation defended with comparable country evidence and a utilisation cycle managers actually used.

  • Independent end-term review of a multi-partner governance initiative

    Prioritised next-phase design leadership could defend in the room — not a shelf report.

  • Evaluation of a large-scale Training-of-Trainers cascade

    Cascade standards, QA checkpoints, and facilitator pathways redesigned so institutional ownership — not workshop volume — defined success after close-out.

  • Institutional diagnostic for a national public-sector reform unit

    Prioritised multi-year strengthening roadmap — quick wins sequenced against structural capability investments leadership could fund and defend.