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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

Creating a Blended Learning Path for Sales Teams

Sales teams need learning that fits around customer meetings, pipeline reviews and constant market changes. A blended learning path combines live instruction, digital modules, coaching, practice and workplace reinforcement so capability develops in the flow of work rather than during a single annual workshop.

For Australian organisations, the design must reflect varied working conditions. A representative may start the week in Sydney, travel to Melbourne for a client meeting, or support customers across regional Queensland and Western Australia. Mobile access, short learning bursts and flexible facilitation help create a consistent experience across locations and time zones.

The strongest programmes also connect learning activity with commercial evidence. Completion rates matter, but managers need to see improved discovery conversations, healthier opportunity progression, stronger forecast accuracy and increased revenue. Predictive Evaluation can help organisations forecast adoption and assess whether learning is influencing business results.

Start With Commercial Outcomes

A sales learning journey should begin with the behaviours that affect performance. These may include qualifying opportunities, communicating value, handling procurement objections, using a customer relationship management platform or negotiating with multiple stakeholders.

Translate each business objective into observable actions. For example, “improve consultative selling” could become “asks three diagnostic questions before presenting a solution” or “links recommendations to the customer’s measurable priorities”. Clear behaviours give instructional designers, managers and learners a common standard.

Australian sales environments also vary by industry. A software seller in Sydney may manage long enterprise buying cycles, while a manufacturing representative in Geelong may rely on site visits and technical demonstrations. The pathway should preserve core standards while allowing examples, role plays and assessments to reflect each market.

Map The Learning Journey

A practical sequence often starts with a short diagnostic, followed by foundational digital learning, a facilitated workshop, workplace practice and coaching. Learners can then revisit difficult topics through brief refreshers, peer discussion and manager-led review.

Digital content is useful for concepts that benefit from self-paced study, such as product knowledge, compliance, sales methodology and CRM procedures. Live sessions are better suited to discussion, role play and feedback. On-the-job assignments connect both modes to real opportunities in the pipeline.

Effective materials need to feel relevant to busy employees. Guidance on engaging learning materials can help teams move beyond dense slide decks and create activities that demand decisions, judgement and application.

Balance Digital And Human Practice

Self-paced modules should be short enough to complete between customer calls, ideally with a clear purpose and a visible connection to the next activity. A five-minute scenario on responding to a price objection can prepare a learner for a live negotiation lab more effectively than a long theory module.

Facilitated sessions should focus on practice rather than repeating digital content. Salespeople can work through Australian buyer scenarios, record mock calls, compare approaches and receive structured feedback. In-person sessions may suit a Melbourne head office, while virtual delivery can include colleagues in Brisbane, Perth and regional areas.

Learning bursts are particularly useful after the core programme. A fortnightly prompt might ask representatives to rewrite a value proposition, analyse a lost deal or practise a question sequence. These small interventions support retention without removing people from revenue-generating work for extended periods.

Build Manager Reinforcement

Managers determine whether a new sales process becomes routine. They need conversation guides, observation checklists and simple coaching prompts so they can reinforce the same behaviours taught in formal training.

A manager might review one recorded call, examine opportunity notes or observe a customer meeting each fortnight. The discussion should focus on evidence: what the salesperson did, how the buyer responded and what action should be tested next.

Reinforcement should also fit Australian workplace expectations. Training records, performance conversations and call recordings need to be handled carefully under the Privacy Act 1988, while employment-related requirements should align with the Fair Work Act 2009 and relevant organisational policies.

Design For Adoption And Access

Adoption depends on practical access. Salespeople who spend time on the road, work from home or support FIFO operations need reliable mobile content, downloadable resources and alternatives when connectivity is limited. A responsive learning platform is essential, but so is providing printable job aids where field conditions make screen use impractical.

Every component should answer a simple question: what will the learner do differently at work? If a module has no workplace application, it may be unnecessary. If a workshop introduces a behaviour without manager follow-up, the behaviour is unlikely to last.

Accessibility also matters. Captions, transcripts, readable documents and flexible participation support a broader workforce. These features benefit employees joining from noisy environments, using mobile devices or working outside standard office hours.

Measure Behaviour And Return

Evaluation should combine learning evidence with sales indicators. Knowledge checks can show understanding, while manager observations and CRM data can indicate whether behaviours are being used. Commercial measures might include conversion rates, average deal size, sales-cycle length, retention or forecast variance.

Measurement needs a baseline and a realistic review period. A new negotiation programme may influence results over several quarters rather than immediately. Segmenting results by region, tenure, role and manager can reveal whether the pathway works consistently across the organisation.

A Predictive Evaluation case study demonstrates how forecasting adoption and measuring business impact can strengthen the connection between workplace learning and return on investment.

Compare Delivery Choices

Different sales populations require different blends. A small specialist team may benefit from intensive coaching, while a national sales force needs scalable digital resources supported by local facilitation. The right design depends on complexity, risk, travel requirements and manager capacity.

Learning element Best use Australian delivery consideration
Self-paced module Product knowledge and core concepts Mobile access for travelling and regional staff
Virtual workshop Discussion and practice across locations Schedule across Eastern, Central and Western time zones
Face-to-face lab Complex role play and team alignment Useful for major hubs such as Sydney, Melbourne or Brisbane
Learning burst Reinforcement and recall Deliver through familiar channels used during the workday
Manager coaching Transfer to live opportunities Provide simple tools for consistent conversations
Predictive evaluation Adoption and ROI forecasting Link results to CRM, pipeline and business measures

A clear governance model keeps the blend coherent. Learning teams should own design standards, sales leaders should validate commercial relevance, and frontline managers should provide feedback on usability. Regular reviews can retire outdated content as products, competitors and customer expectations change.

Put The Pathway Into Practice

A strong rollout can follow this sequence:

  • Define two or three priority sales behaviours and the commercial measures connected to them.
  • Segment learners by role, experience, territory and access to technology.
  • Assign each objective to the most suitable format: digital, live, coaching or workplace practice.
  • Equip managers with observation guides and short reinforcement conversations.
  • Pilot the pathway with a representative group from metropolitan and regional locations.
  • Review adoption, behaviour and sales evidence before expanding the programme.

The pathway should remain visible in the systems salespeople already use. Links in CRM workflows, calendar prompts, manager one-to-ones and team meetings can make learning part of normal activity rather than an isolated project. A specialist partner such as Dave Basarab Consulting can support enterprise learning strategy, custom design, leadership development and evaluation.

Blended learning works when every element has a job: digital content prepares, live practice develops, coaching reinforces and measurement demonstrates value. For an Australian sales team, the practical takeaway is to begin with one measurable behaviour, support it across several formats, and track its use in real customer opportunities.

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.

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