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

A learning path for new managers with business acumen

Many new managers are promoted because they excel at the work itself. The promotion can bring a new daily job: interpreting numbers, negotiating across teams, explaining priorities and making decisions whose commercial consequences extend beyond their team.

A learning path for new managers that includes business acumen should join three kinds of capability: confidence with people, fluency in how the organisation creates value, and the judgement to connect the two. It should be a managed transition from specialist to leader, not a collection of disconnected workshops.

That matters in Australia, where employers range from ASX-listed organisations to family-owned small and medium-sized businesses, each with different buying habits and managerial expectations. The design needs practical local relevance, credible measurement and a realistic workload for busy leaders.

From welcome to business contribution

Start with a capability audit rather than a catalogue of courses. Ask which business decisions new managers must make, what they currently know, and where their judgement needs strengthening. Enterprise learning strategy, leadership development and custom content then work together instead of competing for the same time. Working with Dave Basarab Consulting can connect that analysis to the organisation’s strategy and delivery model.

Traditional manager induction	Business-acumen pathway
Policy orientation	Commercial context for operational decisions
Technical problem-solving	Trade-off thinking across cost, risk and value
Escalation procedures	Clear decision rights and stakeholder management
Stand-alone compliance modules	Judgement connecting safe work with business performance
Attendance and satisfaction	Application, behaviour and business outcomes

The comparison highlights a shift in the unit of learning. Instead of asking whether managers attended a session, the pathway asks whether they can run a business conversation, justify a recommendation and guide their team through the consequences.

A staged learning path

Stage one, usually within the first 90 days, establishes role clarity, maps stakeholders and identifies the commercial drivers of the team. Facilitators can use short learning bursts to connect weekly work with concepts such as value, cost, demand and risk, then assign a practical workplace application.

Stage two, from months three to six, turns those concepts into judgement through scenarios: pricing changes, supplier delays, staffing choices and investment requests. Managers practise reading a profit and loss statement, challenging assumptions and proposing options with clear trade-offs.

Stage three, over months six to twelve, embeds the habits. Coaches review live decisions, sponsors reinforce useful behaviours, and managers contribute to cross-functional planning. This long arc suits Australian employers, where a single stand-alone course often struggles to absorb operational demands. For smaller businesses, modular learning also fits tight budgets better than a large programme.

Building commercial judgement

Commercial judgement is a practical form of strategic thinking, extending beyond financial literacy. Managers need financial fluency in contribution margin, cash flow, customer lifetime value and the economics of their own function. Realistic cases are stronger than finance jargon: should a service be repriced, a low-volume customer retained, or a pilot funded before it scales?

This becomes more consequential for ASX-listed organisations, where board oversight and investor scrutiny make commercial reasoning part of leadership, not merely an analyst’s task. It also matters in family-owned Australian businesses, where a new manager may be the first person to introduce market pricing and disciplined resource allocation into the conversation.

Leading people through change

Commercial decisions affect people, so the pathway must develop influence, feedback, emotional intelligence and change leadership alongside numbers. Australian workplace communication is often direct and understated; a clear explanation of why a decision was made usually lands better than corporate theatre. Use plain language, invite challenge and acknowledge the team’s contribution.

People leadership also depends on consistency across teams. In Pilbara mining operations and regional Queensland manufacturing, shift-based employees have little time away from work, so leaders must communicate clearly across rosters and make learning relevant to the next handover.

Managers also need confidence navigating workplace obligations. Explaining a restructure in the context of Fair Work requirements, enterprise agreements and employee consultation builds credibility. The same principle applies to safety-sensitive work, where leaders must connect compliance with the commercial cost of disruption and the trust of the workforce.

Measuring adoption and impact

Evaluation should begin before delivery. Define what managers should apply, which observable behaviours indicate application, and which business outcomes may move. Completion and satisfaction scores still have value, but they do not establish whether capability changed or performance improved.

Forecasting is especially valuable when a cohort spans corporate offices, regional sites and frontline operations, because adoption risks differ. This predictive evaluation approach can forecast training adoption, measure impact and calculate return on investment, while a tailored plan identifies where each group needs support.

The capability to carry forward

Design the pathway so every module ends in a workplace decision, a conversation and a feedback cycle. A manager who can explain the economics of a choice, involve their team and monitor the result is more likely to sustain the behaviour than one who merely remembers a framework.

The lesson to remember is simple: new managers develop business acumen when learning, practice and accountability are built around the decisions their organisation needs them to make.

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.