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

Designing a train-the-trainer program for consistent site quality

When a national rollout meets regional worksite reality, the cracks usually show up in the training room first. Teams in different locations deliver the same program with subtle but telling variations, and head office notices that completion rates look fine while skill application tells a different story. In Australia, where operations span from Perth to Townsville and from the Pilbara to Melbourne's outer suburbs, those inconsistencies quickly compound into compliance gaps, uneven customer experiences, and frustrated regional leaders.

Train-the-trainer programs promise to fix this by building internal capability, yet most fall into two familiar traps. The first is over-centralisation, where head office scripts content so tightly that local facilitators lose credibility with their crews. The second is under-structured delegation, where every site improvises its own version and the brand becomes a polite suggestion. The middle ground treats trainer development as seriously as the original curriculum itself.

Doing this well means looking past the logistics of booking facilitators and printing workbooks. It means treating internal trainers as a distinct professional group with their own selection criteria, learning pathway, and quality benchmarks, and building the measurement architecture before the first cohort is even scheduled.

The Australian environment adds its own texture. Skills Quality Authority oversight, state workplace relations differences, and fly-in fly-out rosters across the resources sector all shape how a program must be designed. Even the rhythm of the working week, with crews adjusting to early starts on remote sites and afternoon shifts in metro hospitals, influences when trainers can practise new skills.

Establishing the right operating model

Before recruiting a single trainer, leaders need to decide how authority for content, delivery, and quality will be distributed. The choice shapes everything from role descriptions to reporting lines, and changing direction mid-rollout is costly.

Model	Decision authority	Local adaptation	Consistency risk	Best fit
Centralised	Head office only	Minimal	Low	Highly regulated industries
Federated	Each site fully	High	High	Franchise-style operations
Hybrid	Shared framework	Moderate within guardrails	Low to moderate	Multi-site corporates
Community of practice	Peer-led, mediated	High but influenced by peers	Moderate	Knowledge-driven cultures

For most Australian multi-site employers, the hybrid model tends to hold up best. A central team owns the core curriculum and the assessment standards, while site-based trainers adapt case studies, language, and examples to their crews. The framework keeps the brand intact, and the local freedom keeps the training credible.

Selecting and preparing internal trainers

The single biggest predictor of consistency is the calibre of the people standing at the front. Selecting on subject expertise alone is a common reason programs drift. A senior operator who knows the work inside out still needs facilitation skills, adult learning instincts, and the temperament to give feedback that lands.

A practical selection process combines a structured interview with a short recorded facilitation exercise reviewed against a shared rubric. Trainers should also show readiness to coach rather than lecture, since most operational shifts after training happen informally on the floor. Linking this stage to broader talent work, including identifying leadership potential earlier in careers, turns the trainer pool into a genuine leadership pipeline.

Once selected, trainers move through onboarding that covers facilitation technique, content architecture, and the quality tools they will use. Sessions should not exceed two days at a stretch, given rosters in places like Kalgoorlie or Gladstone, and should include peer-teaching segments where new trainers rehearse with experienced colleagues.

Standardising content while allowing local voice

Consistency does not require identical delivery. The real goal is consistent learner outcomes, and that allows trainers to use their own examples and pacing as long as core messages and standards stay intact. The trick is making the boundaries visible.

A well-built design framework gives trainers clear must-cover items, recommended activities, and optional extensions. Assessment criteria and compliance elements stay fixed, while facilitator notes suggest how to bring content alive for a particular audience. The design and delivery methods that pair a core facilitator guide with modular resources tend to survive the test of scale better than rigid slide decks.

Sustaining quality through measurement and feedback

A train-the-trainer program is only as good as the feedback loops that keep refining it. Without structured measurement, even strong trainers slowly drift from the intended approach and small inconsistencies settle into routine.

Three measurement layers work well together. The first tracks trainer behaviour through observations or short recorded samples reviewed against the shared rubric. The second measures learner reactions and confidence after training. The third, and most important, examines on-the-job application weeks later through observed work samples or supervisor check-ins.

Predictive Evaluation fits naturally here, because forecasting adoption risk before training starts is far cheaper than correcting problems after a site has fallen behind. Pairing that forecast with post-training impact data gives program owners a clear view of where to invest coaching time.

Keeping the program alive long after launch

The first twelve months after rollout decide whether a train-the-trainer program becomes embedded or quietly fades. New trainers join, senior trainers move on, and priorities shift, so the support model has to be designed for that churn.

Communities of practice, quarterly refresher sessions, and a shared digital hub for resources all help. Rotating observation visits between sites, such as a Brisbane trainer spending a week with a Darwin counterpart, also build the cross-site consistency that written standards alone cannot achieve.

Audit facilitator delivery across your three largest sites over the next fortnight, sampling two sessions at each against the rubric above, then use the gaps you find to prioritise the first round of trainer coaching.

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.