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

Aligning learning objectives with corporate strategic goals

Most learning programs underdeliver not because they are dull, but because they were never designed to move a number the executive team reports to the board. Australian CFOs and CHROs are tightening the link between every dollar spent on capability and the strategic outcomes the business is paid to deliver.

When learning objectives are written in isolation from the executive agenda, training becomes a feel-good expense that heads of L&D struggle to defend at the next budget cycle. The fix is not louder marketing for L&D; it is a tighter upstream conversation between the people who set strategy and the people who build programs.

The moves below turn corporate strategic goals into learning objectives that survive contact with a busy workforce, a complex operating environment, and the metrics the business actually reports on.

Begin with the strategy, not the catalogue

The fastest way to misalign learning with the business is to let the LMS dictate what gets taught. In many Australian mid-tier companies, the catalogue is a graveyard of compliance modules nobody can connect to a P&L line.

When the starting point is a strategic priority, like reducing unplanned downtime at a Pilbara iron ore operation or lifting net promoter scores for a Sydney-based insurer, the conversation shifts from "what courses do we have" to "what capabilities do we need to win". That reframing protects learning budgets during cost reviews.

Traditional approach	Strategy-aligned approach
Starts from existing course catalogue	Anchored to board-level strategic priorities
Measures completion and satisfaction	Measures adoption, behaviour change, business impact
L&D owns the design	Executive sponsors co-own the design
Reviewed annually	Reviewed quarterly with the business
Evaluation as a retrospective survey	Evaluation as a forward-looking forecast

Diagnose the capability gaps that block strategy

A strategic goal without a capability diagnosis is wishful thinking. Mining houses in Western Australia, banks rolling out AI-driven service in Melbourne, and national retailers unifying their commerce platforms all face the same trap: they announce a bold direction, then wonder why adoption stalls six months in. The cause is usually a gap nobody mapped in advance.

Run a structured gap analysis against each priority. For a Victorian manufacturer expanding into prefabricated housing, that means assessing design engineering depth, supply chain literacy, and supervisor capability on new assembly lines. Without this layer, learning objectives become guesses dressed up as SMART goals.

Bring executives and frontline leaders into the design

Alignment is not an L&D artefact; it is a co-authored document. The strongest programs in ASX-listed companies pair a senior executive sponsor with a frontline manager who lives the daily reality of the work. The executive anchors the goal to a board-level metric; the manager anchors it to what happens on the floor of a Perth distribution centre or an Adelaide contact centre.

This pairing also prevents the common failure where learning is built in a workshop, signed off by a steering committee, and forgotten by the time it reaches a shift handover. When both ends of the chain have skin in the design, the objectives reflect both ambition and constraint.

Translate strategy into objectives that hold up

A learning objective that cannot be tested is decoration. Write objectives in the language of behaviour change: who will do what, under what conditions, to what standard, and how it will be observed. Predictive evaluation earns its place here, because it forces a conversation about adoption probability and expected impact before a module is built.

Be explicit about metrics. If the goal is to lift safety culture on a Queensland site under updated WHS laws, the objective is not "workers understand safety". It is "supervisors conduct a documented pre-start risk conversation on at least 95% of shifts, verified by site audits, leading to a 30% reduction in recordable incidents over four quarters". That is the kind of objective that earns continued investment.

Forecast adoption and impact before launch

Most evaluations measure the past. The role of learning consultants in digital transformation is increasingly to deliver a forward-looking view, because boards want to know what the program will deliver, not what it delivered after the fact.

For an Australian bank moving contact centre staff onto a new digital complaints platform, that means modelling how many agents will use the new tool within thirty days, what coaching will be required, and how complaint resolution times are likely to shift. The model is not perfect, but it is dramatically better than waiting six months for lagging indicators.

Embed alignment into the operating rhythm

Strategy drifts; learning must drift with it. Australian organisations operating across multiple states, regulatory regimes, and labour markets cannot afford a once-a-year learning planning cycle. Embed the alignment conversation into quarterly business reviews, monthly operating meetings, and the leadership offsites ASX 200 boards increasingly schedule mid-year.

Practically, this means L&D leaders walk into the same rooms as the CFO and COO, not just the HR steering committee. Designing custom assessments that measure competency on a FIFO roster looks nothing like a quiz at the end of an e-learning module, and that is exactly why it earns executive trust.

The Australian organisations getting this right treat learning as a strategic capability, not a corporate cost. They start from the strategy, diagnose the capability gaps, co-design with executives and frontline leaders, write objectives that hold up under scrutiny, forecast impact before launch, and let alignment breathe through the year. The result is a learning function that earns its place at the strategy table and a workforce that can actually deliver the plan the board has signed off on.

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.