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

How to Win CFO Support for Learning Strategy Consulting

CFOs rarely reject learning because they oppose employee development. They hesitate when a proposal appears disconnected from revenue, productivity, risk, customer experience, or strategic execution. A learning initiative that cannot explain its economic value sounds like discretionary spending.

Selling learning strategy consulting to skeptical CFOs requires a shift in emphasis. The conversation must move from courses, workshops, and participation rates to business performance, investment choices, adoption forecasts, and measurable outcomes.

The strongest case combines financial discipline with practical workforce insight. It shows which capabilities matter, how learning will change behavior, what business conditions must support that change, and how leaders will know whether the investment is working.

Translate Learning Into Financial Terms

Begin with the business problem rather than the training solution. A CFO will understand rising error rates, slow time to proficiency, missed sales targets, preventable compliance exposure, and inconsistent manager performance. These conditions create a credible starting point for a learning strategy.

Connect the capability gap to a measurable cost or opportunity. If new employees take too long to reach productivity, estimate the value of reducing ramp-up time. If sales teams struggle with a new offer, calculate the revenue affected by weak discovery or inconsistent positioning. The goal is not to force every result into a perfect formula, but to make the financial logic visible.

Start With the Risk of Inaction

A proposal becomes more urgent when it explains what happens if the organization changes nothing. Continued turnover, low adoption of new systems, repeated quality failures, and weak leadership pipelines all carry costs. These costs may already appear in workforce analytics, customer complaints, audit findings, or operational forecasts.

Use conservative assumptions and distinguish facts from estimates. CFOs are more likely to trust a business case that acknowledges uncertainty than one promising dramatic returns without evidence. Present a range of likely outcomes, identify the variables that influence results, and define how early signals will be monitored.

Build a Forecast Before the Proposal

Predictive evaluation helps leaders assess likely adoption, impact, and return before committing to a full rollout. The Predictive Evaluation model can support a disciplined discussion about the conditions required for training value to appear.

A forecast should cover more than expected knowledge gain. Examine leadership support, manager reinforcement, workflow alignment, learner motivation, access to tools, and the time available for practice. These factors often determine whether capability development becomes workplace performance.

A useful forecast also creates decision points. A pilot can test participation, behavior change, and operational indicators before additional funding is released. This reduces perceived financial risk while giving the learning team evidence to refine the program.

Connect Capability to Operating Metrics

Learning leaders should map each target capability to a small set of business measures. A leadership program might influence regrettable turnover, internal promotion rates, team productivity, or execution speed. A service program might connect to resolution time, repeat contacts, customer satisfaction, or complaint volume.

Avoid claiming that training alone caused every improvement. Business results are shaped by technology, incentives, staffing, process design, and market conditions. A credible evaluation approach identifies the contribution of learning while tracking other influences that could affect the outcome.

CFO Concern	Learning Strategy Response	Evidence to Track
Unclear financial value	Link capabilities to operational costs or opportunities	Baseline, target range, and financial assumptions
Low employee adoption	Design reinforcement into manager routines and workflows	Completion, application, manager observations
Uncertain business impact	Use leading and lagging performance indicators	Behavior measures and business outcomes
Large upfront commitment	Pilot, stage funding, and define decision gates	Pilot results and scale criteria
Weak accountability	Assign executive and operational owners	Review cadence and action records

Make Measurement Credible

Measurement should be designed before delivery begins. Establish the baseline, decide when results should appear, and determine who owns the relevant data. This prevents evaluation from becoming a late report focused only on attendance and satisfaction.

Use several levels of evidence: learner confidence, demonstrated skill, workplace behavior, operational performance, and financial effect. A learning burst may need a short-cycle behavior measure, while a leadership initiative may require several quarters to show its effect on retention or succession.

Independent expertise can strengthen a proposal when the organization needs behavior change that extends beyond formal instruction. For example, coaching expertise may help leaders reinforce new practices through feedback, observation, and accountability.

Give the CFO a Clear Decision Path

A CFO needs to see how the investment will be controlled. Present the work as a sequence of decisions rather than an open-ended request for funding. Each stage should have a purpose, a cost, an owner, and evidence required to continue.

Use recommendations such as:

Define the business problem and its current financial or operational effect.
Establish baseline measures before launching learning activity.
Pilot with a representative audience and realistic workplace conditions.
Set scale-up criteria tied to adoption, behavior, and business indicators.
Review results with finance, operations, and executive sponsors.

This approach positions learning strategy as an investment governance process. It also gives finance a meaningful role in validating assumptions, reviewing evidence, and deciding when additional resources are justified.

Move From Approval to Results

Once funding is approved, preserve the business case through regular performance reviews. Report progress in the language agreed upon with finance: adoption, productivity, risk reduction, retention, revenue contribution, or speed to capability. Share obstacles early and show the corrective action being taken.

The most persuasive learning consultants make value visible before, during, and after delivery. Build a business-linked evaluation plan into your next proposal, invite the CFO into the measurement conversation, and use evidence to guide every decision about learning investment.

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.