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

Embedding executive sponsorship in training governance

Executive sponsorship in training program governance gives senior leaders a defined role in learning priorities, investment decisions and performance measures. It moves learning beyond a calendar of workshops and connects employee capability with operational targets, commercial growth and regulatory obligations.

The approach must suit Australian workplaces, including distributed teams in Sydney, Melbourne and Brisbane, hybrid work routines, vocational pathways through TAFE and registered training organisations, and obligations under the Fair Work Act and state or territory work health and safety laws. Sponsorship works best when it is translated into clear behaviours, decision rights and evidence of value.

Define the sponsor’s mandate

Begin with one accountable executive sponsor, supported by a small sponsorship group where the business is complex. The mandate should state how the sponsor will champion learning, remove barriers, approve resources, model the required behaviours and challenge leaders whose teams are not applying new skills.

A useful mandate links learning to two or three business outcomes, such as shortening time to competence, improving customer retention or reducing workplace risk. It also identifies where the sponsor needs to act personally, such as reinforcing learning in leadership forums, resolving stalled implementations or holding managers accountable for adoption.

Build decision rights into governance

Create a governance forum with representation from executives, people and culture, talent, operations, finance and risk. Give it authority over portfolio priorities, funding thresholds, release dates and corrective action. A quarterly decision cycle keeps governance focused without becoming another status meeting.

Decision logs, stage gates and escalation paths protect the forum from becoming advisory. The executive sponsor should receive concise evidence showing what was decided, what remains blocked and which business results are changing. The principle is illustrated in redesigning onboarding, where executive commitment connects design choices to faster new-hire competence.

Mobilise managers and subject experts

Executive sponsorship creates the conditions for learning, while line managers translate it into daily behaviour. Managers need short reinforcement tools, relevant coaching prompts and permission to adjust work routines so that new skills can be applied. Without that support, leadership messages quickly lose credibility.

Subject-matter experts also require a clear partnership with the learning team. They should validate workplace realism, contribute to scenarios and help transfer learning into systems, procedures and performance conversations. Lessons from conflict to collaboration show how candid dialogue between experts, facilitators and business leaders can improve relevance while reducing resistance.

Compare governance operating models

There is no universal structure for executive oversight. The most suitable model depends on the organisation’s scale, operating locations and degree of regulatory exposure.

Governance dimension	Centralised model	Federated model	Hybrid model
Sponsor role	Set priorities and approve major investment	Sponsor business-unit outcomes	Set enterprise standards and empower units
Decision speed	Consistent, but potentially slower	Fast within each unit	Fast locally with controlled alignment
Standardisation	High across all programmes	Variable between units	High for critical capabilities
Scalability	Strong for large populations	Requires strong local capability	Suitable for complex organisations
Main risk	Excessive central control	Fragmented standards	Unclear boundaries between levels

A hybrid model often suits Australian organisations operating across multiple cities and industries: central governance defines critical standards, while business units retain flexibility in delivery. Leaders should document which decisions belong at each level so sponsorship does not create conflicting expectations.

Measure adoption, impact and return

Attendance is an administrative measure, not proof that learning has changed performance. Governance dashboards should combine leading indicators, such as manager reinforcement, system access and observed workplace application, with lagging indicators such as productivity, quality, safety, retention and customer outcomes.

Dave Basarab Consulting’s Predictive Evaluation methodology supports this by forecasting adoption and examining likely organisational impact before investment decisions are finalised. Leaders can then test whether a programme has a credible pathway to benefit, identify weak assumptions and redirect resources toward stronger interventions.

Evaluation periods should reflect how quickly results can appear. Safety-critical capability may show leading behavioural change within weeks, while advanced leadership capability may require months of practice and coaching. Baselines, control comparisons and documented assumptions make the resulting return-on-investment claim credible to finance and risk leaders.

Recommendations for durable sponsorship

A sustainable governance rhythm depends on disciplined habits rather than occasional executive attention.

Give every major learning programme a named executive sponsor with measurable business responsibilities.
Include sponsorship expectations in leadership forums, operating reviews and performance discussions.
Require managers to reinforce learning through coaching, workflow changes and feedback.
Integrate learning decisions with workforce, capability, compliance and investment planning.
Review adoption and impact evidence before renewing, redesigning or withdrawing programmes.
Recognise sponsors who remove barriers and produce measurable capability gains.

The practical takeaway is to treat executive sponsorship as an operating mechanism with assigned decisions, visible reinforcement and disciplined measurement. When senior leaders consistently use evidence to steer learning, the programme becomes a governed business capability rather than a stand-alone development expense.

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.