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 replacing a legacy learning management system

A legacy learning management system can remain operational long after it stops supporting the organization’s strategy. Employees may still complete assigned courses, yet managers struggle to find useful data, learners face outdated interfaces, and learning teams spend excessive time managing workarounds.

Replacing the platform is therefore a business decision, not simply a technology upgrade. A persuasive proposal connects the system’s weaknesses to measurable effects on productivity, compliance, employee capability, leadership development, and financial performance.

The strongest business case combines operational evidence, employee needs, future requirements, and a credible method for forecasting value. It should show what the organization risks by waiting, what the replacement will enable, and how leaders will know whether the investment is working.

Recognize the cost of staying put

The visible license fee is only one part of an aging LMS’s cost. Teams may also spend hours exporting data, correcting enrollment errors, answering support requests, uploading content manually, and reconciling records across disconnected systems. These activities create hidden labor costs that should be documented before comparing vendors.

A legacy platform can also weaken the employee experience. Difficult navigation, poor mobile access, slow reporting, and limited personalization reduce course completion and discourage voluntary learning. When employees cannot quickly access relevant resources, the organization loses opportunities to build skills when they are needed.

Look for evidence in help-desk tickets, administrator timesheets, completion rates, support surveys, audit findings, and system usage reports. Converting these problems into annual costs gives the proposal a stronger foundation than general dissatisfaction.

Define the business problem clearly

The case should begin with business outcomes rather than software features. For example, the organization may need faster onboarding, improved compliance consistency, stronger manager capability, better visibility into critical skills, or a more efficient approach to distributed learning.

Different stakeholders will value different outcomes. Finance may focus on productivity and total cost of ownership. Human Resources may need reliable records and employee development data. Operations leaders may prioritize speed to proficiency, while executives may want evidence that learning supports strategic change.

A concise problem statement can connect these concerns: the current platform limits adoption, consumes administrative capacity, and prevents leaders from linking learning activity to business performance. This framing makes the replacement relevant beyond the learning department.

Compare investment with business value

A sound financial case should include implementation, migration, integration, configuration, content conversion, training, change management, and ongoing subscription costs. It should also account for temporary productivity impacts during transition. Underestimating these expenses can undermine credibility later.

Benefits should be estimated conservatively and tied to observable measures. Potential gains may include fewer administrative hours, faster onboarding, lower support costs, improved compliance completion, reduced duplicate technology, and greater use of existing learning content. Avoid presenting every possible advantage as guaranteed savings.

Business area	Legacy system signal	Replacement opportunity	Evidence to track
Administration	Manual enrollments and reporting	Automated workflows and dashboards	Hours saved per month
Learner experience	Low engagement or abandoned courses	Searchable, mobile-friendly access	Activation and completion rates
Compliance	Inconsistent records and reminders	Centralized assignments and alerts	On-time completion
Capability building	Limited skill visibility	Skills data and targeted pathways	Proficiency or time-to-competence
Leadership	Weak connection to business goals	Outcome-based learning measurement	Operational or performance indicators

Use scenarios rather than a single optimistic forecast. A conservative case can assume modest adoption and partial efficiency gains, while a target case reflects expected implementation performance. This range helps decision-makers understand both potential return and exposure.

Build evidence leaders trust

Decision-makers are more likely to approve a platform replacement when the evidence is specific, current, and connected to their priorities. Combine quantitative data with short examples from learners, managers, administrators, and compliance owners. A recurring story supported by usage data is more compelling than an isolated complaint.

A baseline should be established before procurement begins. Measure current completion, time spent on administration, help-desk volume, report preparation, learner satisfaction, content access, and relevant business outcomes. Without a baseline, the organization may be unable to demonstrate improvement after launch.

Predictive Evaluation can strengthen this process by forecasting training adoption, impact, and return on investment before major resources are committed. Learning consultancy can help organizations connect learning strategy and measurement to operational priorities rather than treating system activity as proof of value.

Plan adoption beyond implementation

A new LMS will not create value simply because it has modern features. Employees must understand why it matters, managers must reinforce participation, and learning teams must design useful experiences for different roles. Adoption should therefore be treated as a business-change program with visible sponsorship.

Leadership behavior is especially important. Managers who discuss learning goals, provide time to learn, and use new capabilities in daily work make participation more credible. This is why training adoption research emphasizes that adoption is a leadership responsibility, not an administrative task assigned only to HR.

Include stakeholder mapping, communications, role-based training, manager enablement, pilot groups, and post-launch support in the business case. These activities may increase the initial estimate, but they also reduce the risk of paying for a platform that employees rarely use.

Strengthen the proposal before approval

A persuasive proposal should present a clear decision path. Explain why the current system is no longer fit for purpose, identify the capabilities required, show the financial assumptions, and define how success will be reviewed at regular intervals.

Useful recommendations include:

Establish a baseline for cost, adoption, completion, support demand, and business performance before selecting a vendor.
Separate essential requirements from attractive features that do not support strategic outcomes.
Model conservative, expected, and ambitious value scenarios with transparent assumptions.
Assign executive sponsors and manager responsibilities for adoption from the beginning.
Create a measurement plan that tracks behavior, capability, operational impact, and return on investment.

The final proposal should make replacement feel manageable rather than disruptive. A phased rollout, prioritized integrations, and early measurement milestones can demonstrate progress while protecting the organization from avoidable implementation risk.

Bring the business case to finance, technology, HR, operations, and executive sponsors as a shared performance proposal. With clear evidence and a practical adoption plan, a new learning platform can become an infrastructure investment that improves capability and produces measurable business results.

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.