Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

Building A Business Case For Leadership Coaching At Scale

Leadership coaching is often valued by participants long before it is accepted by a finance director. The challenge is translating better conversations, stronger judgement and more confident managers into a credible commercial case. At scale, the proposal needs to show how coaching supports workforce priorities, reduces avoidable costs and improves execution across the organisation.

For Australian employers, this case must reflect the realities of a dispersed workforce, tight talent markets and leaders managing change across city, regional and remote locations. A coaching initiative may need to support executives in Sydney, frontline supervisors in regional Queensland and FIFO leaders in Western Australia without becoming an expensive collection of disconnected activities.

Approach	Primary Strength	Common Limitation	Strongest Business Measure
Individual executive coaching	Deep personal development	Limited reach	Critical-role performance and retention
Cohort-based coaching	Shared language and peer learning	Requires coordinated scheduling	Manager capability and application
Scaled leadership coaching	Consistent support across levels	Needs strong measurement design	Adoption, productivity and business outcomes
Training alone	Efficient knowledge transfer	Behaviour change may fade	Completion and knowledge evidence

Start With A Business Problem

A persuasive proposal begins with a business problem rather than a coaching model. High voluntary turnover among new managers, inconsistent performance conversations, weak succession depth or poor execution of strategic priorities can all provide a stronger starting point than a general desire to “develop leaders”.

Define the cost of the problem in terms senior decision-makers already understand. If supervisors are promoted without support, estimate the impact of regrettable attrition, delayed productivity, employee relations issues and manager time spent correcting avoidable mistakes. A leadership capability gap becomes more compelling when it is connected to customer outcomes, operational risk or workforce capacity.

The case should also identify the population most affected. Coaching every manager may sound attractive, but a staged audience is easier to fund and evaluate. For example, a first phase could focus on 120 people leaders responsible for large teams, critical projects or high-turnover locations.

Segment The Coaching Experience

Leadership coaching at scale does not mean giving every participant identical sessions. Executives may need confidential coaching around succession, influence and enterprise decisions, while newly appointed managers may need practical support with feedback, delegation and performance management.

A tiered design can combine individual coaching, peer coaching, manager-led practice and short digital learning bursts. This approach protects the value of expert coaching while extending access to a broader population. It also suits Australian organisations with mixed work patterns, where a single workshop in Melbourne may not work for teams in Darwin, Hobart or remote mining locations.

The design should specify frequency, duration, coach qualifications, confidentiality boundaries and escalation processes. Clear operating rules prevent the programme from being perceived as an informal benefit for a select few and help procurement assess the real cost of delivery.

Connect Behaviour To Commercial Outcomes

A finance-ready case links leadership behaviours to measurable drivers. Better delegation may increase frontline capacity. More consistent feedback may reduce underperformance and grievances. Stronger career conversations may improve retention in roles where replacement costs are high.

Use a practical chain of evidence: coaching activity leads to changed behaviour, changed behaviour affects team conditions, and those conditions influence business results. Measures might include internal promotion rates, regrettable turnover, absenteeism, safety observations, sales conversion, project delivery or employee survey indicators.

Avoid claiming that coaching alone caused every improvement. Business performance is shaped by market conditions, restructures, technology and workload. A credible proposal states which outcomes coaching is expected to influence and what other factors will be monitored.

Forecast Value Before Launch

Many organisations approve learning based on attendance and participant satisfaction, then discover that they cannot explain its value. Predictive evaluation provides a stronger way to estimate likely adoption, impact and return before substantial investment is made. The Predictive Evaluation Model can help structure assumptions about participation, behaviour change and business impact.

Build scenarios rather than presenting one optimistic number. A conservative case might assume moderate participation and a small improvement in retention or productivity. A likely case can use evidence from pilot groups, previous leadership initiatives or comparable business units. A high case should be clearly labelled as an upside scenario, not treated as a forecast.

Include implementation costs that are easy to overlook: coach selection, participant release time, programme management, technology, evaluation and communication. A transparent model is more persuasive than a high return built on hidden assumptions.

Design For Australian Operating Conditions

Australian organisations often manage national workforces across multiple time zones, industrial settings and employment arrangements. A scalable programme should allow for shift workers, seasonal peaks, regional travel and limited connectivity at some sites. Short virtual sessions, mobile resources and local practice groups may be more useful than a fixed weekly meeting.

Language and context matter as well. Leaders may respond better to practical conversations about “having a fair go”, handling a tough performance discussion or keeping a team steady during a restructure than to abstract leadership terminology. Coaching examples should reflect local workplaces, including public sector environments, professional services, health, construction, resources and retail.

Privacy and cultural safety also deserve attention. Confidential coaching data should be separated from performance ratings, and any work involving Aboriginal and Torres Strait Islander employees or communities should be designed with appropriate cultural consultation rather than added as an afterthought.

Govern Adoption And Scale

A business case should explain who owns the programme after approval. Sponsors, HR business partners, line managers, coaches and participants need defined responsibilities. Line managers, in particular, must protect time for practice and reinforce the behaviours that coaching is intended to develop.

Adoption can be tracked through enrolment, attendance, coaching completion, practice activity, manager observations and participant follow-through. Quarterly reviews can compare results between participating and non-participating groups where the data allows. This creates a useful basis for adjusting the programme rather than waiting for an annual survey.

Organisations seeking support with enterprise learning strategy and measurement can review Dave Basarab Consulting for guidance on connecting development initiatives with business results. The strongest proposal will then set out a controlled pilot, decision gates and conditions for expansion.

Make The Investment Decisionable

A senior approval paper should fit on a few clear pages. State the business problem, target population, proposed coaching architecture, investment, risks, expected outcomes and evaluation plan. Include the cost of doing nothing, especially where capability gaps are already affecting retention, safety, customer service or execution.

The recommendation should ask for a specific decision: approve a pilot, release a defined budget and nominate an executive sponsor. Set a review point after the first cohort, with agreed evidence required before broader rollout. This keeps the conversation focused on disciplined investment rather than enthusiasm for coaching as an idea.

The next concrete step is to convene a 60-minute working session with HR, finance and two operational leaders to quantify one priority leadership problem and identify the first pilot population.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.