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

Using After-Action Reviews to Capture Team Learning

Project teams in Sydney, Melbourne and Brisbane often move from one milestone straight into the next. Handover notes record dates and deliverables, while judgement, missed signals and successful decisions disappear with the temporary team.

An after-action review (AAR) is a structured reflection completed after a project phase or event. It compares what the team expected with what happened, identifies root causes and converts experience into actions. This is how to use After-Action Reviews to Capture Learning in Project-Based Teams without turning the session into blame or a status meeting.

The review captures more than technical outcomes. It examines coordination, stakeholder handling, assumptions, risk decisions and enabling behaviours, giving cross-functional teams a practical record for future delivery.

Done well, an AAR produces short, owned improvements that strengthen capability and business results. Its value depends on psychological safety, focused evidence and follow-through after everyone returns to the work.

Distinguish learning from status reporting

A status debrief explains what is happening; an AAR asks how the team performed and what it can apply next. A project close-out may include commercial or contractual assessment, but the learning review should examine decisions and work methods rather than settle individual accountability.

For an Australian project team, the scope might include a contractor interface, a client handover in Canberra, a safety choice on a Queensland site, or a supplier delay affecting a retail rollout. These examples connect lessons to real operating conditions.

Prepare participants while the work is live

Set the purpose before scheduling the session. Choose a question that cannot be answered with a status update, identify the decision or milestone under review, and nominate a neutral facilitator. Collect evidence while it is fresh: the plan, risk register, client feedback, delivery data and attendee observations.

That preparation should also include pre-training marketing tactics, applied internally through a brief invitation that explains the benefit, timing and expected contribution. A 15-minute manager briefing can prevent senior voices from dominating and make the review feel relevant across large employers, small businesses and public-sector teams in Australia.

Run the conversation with focused questions

Allow 60–90 minutes after a meaningful milestone, not months later. Start with the intended outcome, reconstruct the timeline, then compare forecast and actual results. Reserve the final 20 minutes for decisions, owners and due dates.

Useful prompts include: Which assumption failed? What information changed our plan? Which response should the team repeat? What will we stop, start or continue? Keep answers anchored in observable events rather than personality judgements.

For distributed teams, rotate early or inconvenient slots among Sydney, Melbourne and Brisbane colleagues, and let remote participants submit comments before discussion so presence does not determine influence. Psychological safety matters when a project involves tight deadlines and visible senior stakeholders.

Compare formats for different decisions

A learning review and a rapid progress check serve different purposes. Choose the depth according to the stakes, repetition and novelty of the work.

Dimension	Learning-focused AAR	Rapid progress check
Purpose	Identify causes, transfer lessons and improve future work	Confirm actions and remove immediate blockers
Best timing	After a milestone, incident, pilot or major phase change	During an active workstream
Evidence	Outcomes, decisions, assumptions, feedback and behaviours	Tasks, dependencies, costs, dates and owners
Output	A few owned changes with success measures	Updated actions and escalation decisions

Use the learning-focused version after a first pilot, a serious incident, a handover or a phase that changed materially. For routine progress, keep the check short and reserve deeper reflection for recurring patterns. If issues repeat across projects, the gap belongs in the review process.

Turn insights into observable action

Turn each lesson into an observable change. Specify the behaviour, owner, deadline and business measure; “communicate earlier” is weak, while “the client receives a written risk summary within 24 hours of every change” can be tracked.

If actions remain in a slide deck, training adoption costs quickly erase the session’s value. Assign each action to one person, review progress in an existing stand-up and close the loop with evidence from the next project phase.

Forecast adoption before launch, then measure actual use and business effect. Predictive Evaluation, the methodology used by Dave Basarab Consulting, links learning design to intended behaviour, performance and return on investment. That makes learning transfer visible to project sponsors and decision-makers.

Reinforce learning through short practice cycles

Short reinforcement can convert review insight into habit. A practical learning burst guide shows how brief scenarios, prompts and game mechanics can reinforce a new behaviour without detaching it from the work. Use 15-minute practices before a kick-off, then repeat them during live delivery.

That suits Australian teams in mining, construction, logistics and regional operations, where shift handovers and variable conditions make a single formal workshop insufficient. Store the most valuable lessons in a searchable library tied to project types and risk owners.

Make review routines sustainable and responsible

Build the practice into delivery governance. Use one AAR template, a learning owner and a shared repository; sample completed reviews quarterly to see whether actions recur across teams. Reward teams for candid reflection and reusable examples, not polished presentations.

Keep records proportionate. Where the Privacy Act 1988 applies, collect only necessary participant and project information and handle it under the Australian Privacy Principles. If participation is required, account for it as work time and check the Fair Work Act 2009, applicable awards and enterprise agreements for scheduling and pay obligations. Apply Queensland’s Work Health and Safety Act 2011 or equivalent state law when the discussion concerns a safety-critical decision.

The durable lesson is that a project debrief becomes organisational learning only when insight changes behaviour, evidence shows the change and the next team can reuse it.

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.