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

Making the final case for learning investment

A board does not need a tour of every survey response, attendance figure, or course screen. It needs a reliable explanation of how a learning investment supports strategic priorities, changes employee capability, and contributes to measurable business performance.

Predictive Evaluation gives learning leaders a way to move beyond retrospective reporting. By forecasting likely adoption, impact, and return on investment, then comparing those forecasts with observed results, the methodology creates a stronger basis for executive decisions.

Presenting these findings effectively requires translation. The language of instructional design and evaluation must become the language of risk, performance, financial value, and organizational priorities.

Start with the decision behind the evidence

Before assembling slides, identify the decision the board may need to make. It could involve extending a leadership program, funding a new capability academy, changing the delivery model, or stopping an initiative that is not producing sufficient value.

That decision should determine which findings receive attention. A board presentation focused on expansion should emphasize demand, adoption capacity, performance gains, and scalable economics. A presentation seeking correction should highlight barriers, forecast variance, and the actions required to improve results.

Frame the learning initiative as a business intervention rather than an isolated training event. Explain the business problem, the employee behaviors that must change, and the operational indicators expected to move when those behaviors become consistent.

Translate evaluation into an executive story

A persuasive narrative usually follows a simple chain: business need, learning response, adoption, capability change, operational effect, and financial consequence. Each link should be supported by evidence or clearly identified as a forecast.

For example, a compliance program may be expected to reduce processing errors. Predictive Evaluation can estimate whether employees will apply the new procedures, measure actual use after training, and connect behavior change with error-rate trends. This makes the evaluation relevant to operations instead of limiting it to completion rates.

The quality of the learning experience also matters. When the intervention depends on digital resources, manager reinforcement, or practice activities, effective custom instructional materials can influence whether employees engage and apply what they learn. The board should see this connection when adoption is central to the forecast.

Show the evidence chain clearly

Board members should be able to distinguish between what has happened, what is expected, and what remains uncertain. Use labels such as observed result, validated forecast, early indicator, and assumption. This prevents preliminary signals from being presented as established outcomes.

A concise evidence chain might include baseline performance, target behavior, participation and adoption data, manager observations, operational metrics, and estimated financial value. Explain how each measure contributes to the overall judgment rather than displaying disconnected metrics.

Avoid presenting every available data point. A crowded dashboard can make a well-designed evaluation appear inconclusive. Select the few indicators that demonstrate whether the initiative is working and whether additional investment is justified.

Compare investment with expected value

Financial discussion should be transparent and proportionate. Include development costs, delivery costs, technology, employee time, manager involvement, and evaluation expenses. Then explain the value model, including the performance improvement attributed to the learning intervention and the period over which benefits are expected.

The comparison below can help organize a board-level summary:

Evidence area	Predictive Evaluation signal	Board relevance
Adoption	Forecast versus actual use of new skills or processes	Shows whether the intervention is reaching daily work
Capability	Assessment, observation, or performance evidence	Indicates whether employees can perform differently
Business impact	Change in selected operational measures	Connects learning with strategic outcomes
Financial value	Estimated benefit compared with total investment	Supports funding, scaling, or redesign decisions
Confidence	Strength of evidence and key assumptions	Makes risk visible rather than hidden

Use ranges when precision would be misleading. A projected return of 1.8 to 2.4 times investment may be more credible than a single exact figure built on uncertain assumptions. State what would cause the result to move toward the high or low end.

Address adoption and leadership risk

Strong content does not guarantee workplace application. Employees may lack time, manager support, relevant tools, or opportunities to practice. Predictive Evaluation should therefore examine the conditions that influence transfer, not simply whether people attended or completed a course.

Leadership programs require particular care because behavior change is visible through decisions, conversations, coaching, and team outcomes over time. Research on fixing leadership development can help frame the difference between delivering leadership content and building leadership capability that the organization can observe.

Present adoption barriers as manageable business risks. For example, if frontline managers are not reinforcing a new process, recommend targeted manager enablement, workflow prompts, or shorter practice-based learning bursts. The board is more likely to support an initiative when the evaluation connects weakness with a practical response.

Make the board decision actionable

End the presentation with a specific recommendation rather than a general statement that learning matters. Clarify what should happen next, what resources are required, and what evidence will be reviewed at the next governance point.

Include these elements in the decision brief

The business problem and strategic priority addressed by the initiative
Forecasted and observed adoption, capability, impact, and financial value
The largest evidence gaps, assumptions, and risks
The investment required for continuation, redesign, or scale
The next review date and the measures that will determine progress

Use a small number of slides, readable charts, and direct headlines. A title such as “Manager adoption is below forecast, limiting projected productivity gains” gives the board an interpretation immediately. Supporting detail can sit in an appendix for directors who want to examine the methodology.

A credible presentation does not claim that training caused every positive business result. It explains the contribution of learning, identifies other influencing factors, and shows how ongoing measurement will improve confidence. That level of discipline strengthens the case even when the results are mixed.

Bring your next board discussion into sharper focus by connecting learning strategy, evaluation evidence, and business outcomes. Dave Basarab Consulting can help your organization apply Predictive Evaluation to forecast value, measure adoption, and make better-informed decisions 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.