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 mentoring program that develops high-potential employees

High-potential employees often gain access to senior leaders through informal sponsorship, yet exposure alone does not create capability. A structured mentoring program turns those relationships into deliberate learning, practical assignments and measurable growth against future role expectations.

The program must also earn organisational commitment, include capable people from varied backgrounds and demonstrate a contribution to performance. That matters in Australia, where teams can span Sydney, Melbourne, Brisbane and regional centres while operating through hybrid, office-based and fully remote work arrangements.

Align mentoring with business priorities

Begin with a business problem rather than a list of desirable participants. Determine where leadership depth, technical expertise, cross-functional knowledge or successor readiness is constraining growth, then define the behaviours and outcomes the program must produce. This keeps development relevant and makes sponsorship decisions easier to defend.

A sound learning strategy also distinguishes mentoring from training. Dave Basarab Consulting combines enterprise learning strategy, custom instructional design and leadership development, while Dave's professional story explains the thinking behind that approach. Mentoring should therefore remain relational, but it should not drift into unstructured advice or become a substitute for formal capability building.

Australian leaders will need to account for cultural diversity, multigenerational teams and candid, practical feedback. The program should establish confidentiality boundaries, clarify what information can be shared, and comply with Australian privacy obligations when participant and organisational data are collected.

Design a consistent program architecture

A structured design creates continuity without making every relationship identical. Define eligibility, matching, meeting rhythm, escalation routes and shared measures before launch, while allowing pairs to adapt their conversations to the mentee’s role and context.

Design element	Informal mentoring	Structured mentoring
Purpose	General advice and networking	Capability tied to role outcomes
Cadence	Ad hoc contact	Agreed meetings and reviews
Preparation	Little formal preparation	Goals, learning and evidence agreed
Oversight	Usually programme sponsor	Sponsor, HR and learning owner
Measurement	Visibility or satisfaction	Adoption, behaviour, impact and ROI

The architecture should include orientation, mentor preparation, supported learning bursts, midpoint review and closure. A learning burst gives participants a focused concept or tool to apply between mentoring sessions; it is useful when the development need is specific, time-sensitive or connected to a live business challenge.

Select and prepare participants carefully

Selection should combine readiness with opportunity, not simply workplace visibility. Sponsors can assess relevant achievement, learning agility, role stretch and access to a credible development assignment. Transparent criteria also help prevent established networks from reproducing existing workforce patterns.

Preparation should be role-specific rather than generic. Sample leadership courses from Dave Basarab Consulting show how short modules can be tailored around strategic communication, coaching and leading change. Facilitators can then use those scenarios to rehearse the conversations and decisions participants will face in mentoring.

Each launch cohort should have the following foundations:

A written development goal linked to business and role outcomes
A prepared mentoring agreement covering confidentiality, availability and boundaries
A sponsor who can provide context, opportunities and timely feedback
Baseline measures for capability, engagement and intended application

Mentors and mentees should practise their first meeting using a real challenge, then record actions and intended evidence of progress. This turns programme expectations into observable work habits instead of leaving them to goodwill.

Run the mentoring cycle with discipline

Consistency keeps development moving between business-as-usual demands. Set a predictable rhythm, require the mentee to bring an agenda, and close every discussion with decisions, actions and evidence to review. In distributed Australian teams, rotate meeting times so Sydney, Melbourne, Brisbane and western participants are not always disadvantaged.

A practical cycle could include:

A 60- to 90-minute mentoring conversation every three or four weeks
Short learning bursts matched to the current development goal
A six-week action challenge applying new behaviour in live work
Quarterly sponsor reviews covering progress, obstacles and opportunities
A midpoint recalibration so goals and support remain relevant

Sponsors should meet both parties occasionally and help convert discussion into work. If an action needs expertise, resources or visibility, it becomes an organisational responsibility rather than a hidden expectation added to the mentee’s workload. Recognition should be appropriate, but it cannot replace development.

At closure, participants compare evidence with the original goal, identify transfer plans and nominate the next business project that will sustain the behaviour. Dave Basarab Consulting can support delivery, facilitator enablement and tailored programme materials, but internal leaders must retain accountability for opportunities and outcomes.

Measure adoption, impact and return

Evaluation should begin before the first cohort. Dave Basarab Consulting’s Predictive Evaluation methodology combines forecasting with measurement, while its work on predicting learner dropout shows why pre-launch signals matter. Data on readiness, manager support, prior learning and scheduling can identify participants at risk of disengaging before valuable development time is wasted.

Measure three layers: adoption, such as matching, attendance and completed actions; capability, using work-based evidence and sponsor feedback; and business impact, such as project delivery, retention in critical roles, internal mobility or reduced time-to-competence. Establish a baseline and compare results with an appropriate cohort or business trend before claiming a return on investment.

The programme owner, sponsor, HR lead and facilitator should review these measures at agreed intervals. Where results are weak, diagnose whether the cause lies in design, participant behaviour, manager support or business conditions, then adjust the next cohort. The first concrete step is to schedule a 60-minute stakeholder session that maps one priority business outcome, the target behaviours, candidate cohorts and baseline measures for the program.

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.