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 feedback loop between training and business line leaders

For all the money Australian organisations pour into workforce learning, a striking share of programs still drifts out of step with the people they are meant to serve. Designers, working from a brief often handed down months earlier, build content that looks polished on launch day and quietly loses relevance by the second quarter. Line leaders — running teams across Sydney, Brisbane, regional Queensland or the Pilbara — end up decoding a program built around assumptions that no longer describe their operation.

The disconnect is rarely about effort. Designers care deeply about outcomes; business leaders worry constantly about capability gaps. What is missing is a working conversation between the two, sustained often enough that learning reacts to business realities rather than lags behind them.

Closing that gap means treating feedback as a continuous loop rather than an annual survey. It means design choices, measurement choices and partner choices all wired into a back-and-forth that line leaders can actually feel.

Why most programs lose their way

By the time a course goes live, the business context that triggered it has usually moved. A compliance refresh in a Melbourne bank lands six weeks after the regulator issues new guidance. A leadership program for mine supervisors in WA begins after the roster cycle has already changed. Designers built the right answer for last quarter's problem.

Line leaders face the same churn on their side. Customer patterns shift, headcount targets flex, supply chains glitch. Most senior leaders have no standing channel into the learning team, so insights stay informal and lopsided. Designers hear complaints; they rarely hear what to change.

When learning is owned by one function and consumed by another, both sides pay for the misalignment. Performance metrics slip. Adoption rates flatten. The program is judged on completion rather than capability — which suits no one.

Co-designing with line leaders from the start

A reliable loop begins before a syllabus is written. Bring designers and business leaders together — in a Melbourne boardroom or a video call across Adelaide and Perth — for a structured scoping session. Ask three questions: what is changing for this leader, what should employees do differently, and what does success look like in twelve months.

Australians tend to be direct in these settings, which helps. Encouragingly frank conversations early on save weeks of later rework. Designers walk out with concrete scenarios, real stakeholder names and a list of metrics the business already watches. Leaders walk out knowing what they will see when the program completes.

That shared ground makes later feedback feel natural rather than negotiated.

Picking measures line leaders will trust

Line leaders do not need dashboards. They need a small number of indicators that match how they already run their business. Predictive Evaluation asks which signals — adoption, behaviour change, business result — matter most before a program starts and weights measurement toward them. Designers can apply a predictive impact evaluation method that connects training activity directly to the metrics a general manager already reports on.

Keep the number of indicators low. Three is usually more useful than thirteen. When a leader reviews a one-page summary each month and can tell within seconds what is working, the loop tightens on its own.

Sustaining the loop through delivery

Delivery is where most loops collapse. The first round of training goes out, enthusiasm carries it for a month, life takes over and the next checkpoint falls off the calendar. Designers move to the next project. Leaders focus on the next quarter.

A tight loop is built into delivery, not bolted on at the end. Short, scheduled checkpoints — fortnightly while the program is live, then monthly — give designers a venue to flag what is landing and what is not, and give leaders a chance to redirect. Pairing those checkpoints with custom instructional design from a standing partner keeps the cycle nimble when the business pivots.

The cadence matters more than the tooling.

Comparing partner performance with the same lens

The same evaluation lens can also judge partners delivering the work. Internal academies, external vendors and hybrid models can be compared on adoption and impact indicators rather than on polished slide decks.

There is a clear case for comparing training vendors using the leading indicators the loop already tracks, which takes much of the guesswork out of renewal decisions.

A consistent set of evidence makes the conversation between designers and business leaders far easier. Both sides argue from the same numbers, so debates about which vendor feels better give way to clearer recommendations about which approach moves the metrics the business cares about.

Practices that keep the loop healthy

Hold a joint kickoff with business line leaders before any module is drafted.
Agree on three or fewer outcome indicators in writing and revisit them every quarter.
Run short, scheduled checkpoints during delivery rather than a single post-program review.
Use the same evaluation lens across internal teams and external partners so comparisons stay fair.
Document leader input and resulting design changes so leaders can see their fingerprint on later versions.
Treat the loop as a recurring operating rhythm, not a one-off project arrangement.

When the loop holds, learning stops being something the business endures and starts being something it shapes. Designers spend less time guessing at priorities and more time sharpening capability. Line leaders stop judging programs by attendance and start judging them by what changes in their numbers, their customers and their people.

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.