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

Coordinate a Training Calendar with Business Cycles

A training calendar that coordinates with business cycles works best when it treats learning as an operating capability rather than a sequence of course dates. By aligning skills-building with sales peaks, project milestones, regulatory deadlines and workforce changes, organisations can prepare people before performance pressure arrives and reinforce new habits while the work still matters.

For Australian businesses, that alignment must account for local budget timing, public holidays and geographically distributed teams. The practical method is to map business cycles first, layer appropriate learning formats over them, then define evidence of adoption and impact. This creates a calendar that can flex without losing focus, ownership or connection to business results.

Map the operating rhythm

Begin with a cycle map rather than a list of subject areas. Record predictable demand changes, one-off launches, compliance dates, hiring surges and post-project transitions. Separate externally fixed events from events controlled by the business, because fixed milestones need earlier preparation while flexible events need ready-to-release learning options.

Then match each cycle to a learning response. Prepare before a peak, practise during it, and consolidate after it. For example, a November retail surge may require refresher practice before major sales events, while a new system rollout may need simulation before go-live and coaching during adoption. This prevents generic courses from appearing at convenient but ineffective times.

Anchor the calendar to the Australian year

Use the Australian financial year, 1 July to 30 June, as the budgeting spine, then add operational peaks around it. Align funding approval, procurement and evaluation reporting with that cycle, but do not force every activity into a July start. Some skills are time-critical, while others need sustained reinforcement across quarters.

Build around local closures and operating patterns. Christmas and New Year shutdowns, Easter trading, ANZAC Day and varying school holidays across states can reduce attendance or interrupt managers' availability. For organisations with sites in Sydney, Melbourne, Brisbane and Perth, schedule live coverage carefully: Perth runs two hours behind Sydney and Melbourne during standard time and three hours behind during daylight saving, while Brisbane does not change its clocks.

Short, repeated practice can preserve focus during constrained periods. Learning bursts for teams explains how compact cycles can replace a traditional week-long workshop when the skill is learned through application, feedback and follow-up. Reserve longer sessions for complex conversations, safety-critical practice or activities that genuinely need immersion.

Match delivery to the work cycle

Choose formats according to the capability and the interruption risk, not inherited preferences. Use blended preparation before a launch, live practice at the point of work, and microlearning or coaching afterwards. For teams unable to leave the floor or client sites, why shorter sessions work shows why frequent, focused sessions can be more practical than a day-long seminar.

Account for regional working hours and operational coverage. Asynchronous modules can support night shifts and field teams in regional Australia, while live virtual sessions can connect Adelaide and Queensland participants without unnecessary travel. Avoid universal release dates: publish core dates, keep optional dates movable and define minimum lead times for managers to nominate participants.

Make every calendar entry answer three questions: what business pressure it addresses, what people must be able to do afterwards, and who will reinforce transfer. A polished facilitator deck is not a sufficient answer. The entry should name a business owner, a learning owner and the manager behaviours needed to apply the skill.

Connect learning to measurable performance

Define the evidence before the session. A practical chain moves from confidence and demonstrated skill to workplace application and an operational indicator. Short pulse checks can measure immediate perceptions; manager observations and work samples show application; operational metrics show whether that application mattered. Not every programme needs a financial return calculation, but each should have a credible contribution hypothesis.

Use early warning rather than waiting for a crisis. Dave Basarab Consulting’s early skill-gap detection approach can compare required and available capability, forecast adoption risk and highlight where intervention may be needed. This is particularly valuable before seasonal hiring, restructuring or technology change, when traditional evaluation arrives too late to alter the cycle.

Review signals on a fixed quarterly rhythm, then trigger action when thresholds are crossed. A team may need coaching when confidence is high but use is low, or a refresher when skill scores fall after a process change. This turns the calendar from a static annual artefact into a responsive management system.

Compare the calendar layers

A strong plan combines fixed commitments with flexible capacity. The comparison below distinguishes the layers that should appear in the schedule, what each layer is for, and the control that keeps it useful. A single annual grid alone cannot provide both governance and rapid response.

Calendar layer	Typical timing	Best suited to	Main control
Strategic capability	Quarterly or twice yearly	Leadership, compliance, long-term skills	Business sponsor and budget link
Operational readiness	4–12 weeks before a cycle	Launches, hiring, peak demand	Readiness gate with manager sign-off
Reinforcement	Within 1–3 days of practice	New habits and skill transfer	Manager action and workplace evidence
Responsive intervention	Trigger-based	Emerging gaps or adoption risk	Named owner and response threshold

Do not let the layers compete for the same attention. Strategic programmes may be fixed well ahead, while reinforcement and response slots should retain capacity. Label every entry as one of these layers so participants can distinguish mandatory commitments, recommended preparation and just-in-time support.

Govern, refresh and activate the plan

Assign one calendar owner and require business owners to request changes through a lightweight review. Version the plan, maintain a waitlist for constrained sessions and record why dates move. A monthly check can cover upcoming demand, delivery risks and evidence of transfer; a quarterly review can reprioritise capability investment.

The immediate next step is to schedule a 60-minute cycle-mapping session with operations, finance and people leaders, then publish a first twelve-month calendar with owners, dates, evidence measures and trigger rules within ten working days.

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.