Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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

Build a learning plan that withstands budget cuts

A strategic learning plan should do more than describe courses, platforms, and annual spending. It should show how targeted capability building supports revenue, productivity, risk reduction, customer experience, or another measurable business priority. When budgets tighten, that connection becomes the plan’s strongest protection.

The most resilient plans are designed around business outcomes rather than a fixed catalog of training events. They identify which skills matter most, how employees will apply them, and what evidence will demonstrate progress. This makes it easier to preserve high-value work while reducing activities that have weak adoption or unclear impact.

Budget pressure can also improve learning strategy. It encourages organizations to focus their enterprise learning strategy, simplify delivery, and make deliberate choices about instructional design. The goal is not to spend as little as possible; it is to direct limited resources toward capability gaps with the greatest business value.

Start with business-critical capability

Begin by translating organizational priorities into capability requirements. A growth initiative may require stronger sales conversations, while an operational transformation may depend on data fluency, process discipline, or frontline leadership. Each priority should have a clear answer to the question: what must people do differently for this result to occur?

Next, identify the roles and populations that influence those outcomes. Avoid treating every employee as an equal priority. Segment learners by business impact, current proficiency, access to systems, and urgency. This approach creates a defensible rationale for focusing resources where improved performance can produce meaningful results.

A capability assessment can combine performance data, manager interviews, employee feedback, quality metrics, and customer indicators. It should distinguish a genuine skill gap from problems caused by unclear processes, insufficient tools, weak incentives, or limited authority. Training should be funded when learning is a practical part of the solution.

Build the business case with predictive evidence

A compelling funding case connects learning activity to expected operational change. Instead of promising that participants will enjoy a program, define likely adoption, behavior change, performance movement, and financial contribution. Predictive Evaluation provides a useful framework for forecasting these elements before significant development costs are committed.

Use a baseline for each priority capability. This may include sales conversion, time to proficiency, compliance errors, employee retention, cycle time, or manager effectiveness. Establishing the starting point makes later measurement credible and helps leaders see what the learning investment is intended to influence.

A business case should also state what happens if the organization does nothing. The cost of delayed capability, inconsistent execution, avoidable errors, or failed adoption can be more persuasive than a list of course features. Keep assumptions visible, assign accountable owners, and update forecasts as evidence accumulates.

Design a portfolio that can flex

A budget-resilient portfolio contains different levels of investment. High-priority initiatives may receive custom instructional design and facilitated practice, while lower-risk needs can use curated resources, learning bursts, job aids, or manager-led reinforcement. This creates options when funding changes without forcing every initiative into the same delivery model.

Sequence work in releases rather than committing to a large annual build. A pilot can test relevance, usability, adoption, and early performance signals before wider investment. Reusable assets, modular content, and shared learning infrastructure also reduce future development costs while preserving quality.

Portfolio decision	Strong investment signal	Flexible response
Business relevance	Direct link to a strategic outcome	Retain and prioritize
Learner reach	Large or highly influential population	Use scalable digital delivery
Skill complexity	Requires practice, feedback, or judgment	Protect facilitated components
Adoption risk	Major workflow or behavior change	Fund reinforcement and manager support
Measurement strength	Clear baseline and performance indicators	Expand after early validation

Match delivery to the work

Delivery decisions should reflect the type of learning required, not simply the available technology. Synchronous sessions are valuable for practice, coaching, discussion, and decisions that benefit from immediate feedback. Asynchronous learning works well for foundational knowledge, preparation, reference material, and distributed access.

A blended design can preserve interaction while reducing live-session costs. Learners might complete a short learning burst, apply a tool in their workflow, and then join a focused coaching session. Guidance on synchronous and asynchronous delivery can help teams select the right balance for each objective.

Adoption depends on more than completion. Managers need prompts, discussion guides, observation checklists, and time to reinforce new behaviors. When learning is embedded into existing meetings, systems, and performance routines, the organization gains greater value from every learning hour.

Protect leadership and manager development

Manager capability often has a multiplier effect. Managers influence whether employees understand the purpose of a program, make time to participate, practice new skills, and receive feedback. Cutting manager development without examining its downstream effect can weaken adoption across the entire learning portfolio.

Prioritize manager initiatives that address observable business needs, such as delegation, coaching, performance conversations, or leading change. A practical blueprint for first-time manager development can inform a focused pathway that combines instruction, peer learning, workplace application, and reinforcement.

Leadership development should be tied to moments that matter in the employee lifecycle. New-manager onboarding, succession transitions, major technology implementations, and reorganizations provide clear opportunities to connect development with operational priorities. This makes the investment easier to defend than a generic leadership curriculum.

Govern priorities as conditions change

A strategic plan should include a review rhythm, decision rights, and thresholds for changing course. Monthly adoption checks and quarterly portfolio reviews can reveal whether learners are participating, managers are reinforcing the content, and performance indicators are moving. Governance prevents annual plans from continuing by habit.

Use a simple prioritization filter when funding is constrained:

Protect initiatives tied to urgent strategic outcomes or material risk.
Scale programs that show strong adoption and credible performance movement.
Redesign learning with low completion, weak application, or unclear ownership.
Pause activities that lack a measurable business need.
Reinvest savings in reinforcement, measurement, or high-impact capability gaps.

This discipline turns budget management into an evidence-based portfolio process. It also gives stakeholders a clear explanation for why some programs continue, change, or stop.

The strongest learning plans are built to earn continued support through evidence. Define the capability priorities, forecast the expected value, choose adaptable delivery methods, and measure what people do after training. Partner with a learning consultancy to create a plan that connects employee capability with business results, then use that evidence to guide every funding decision.

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.