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 Data to Prove Training Contribution to Revenue Growth

Training is often described as an investment in people, yet executives usually need evidence of its commercial value. Attendance figures and satisfaction scores can show activity, but they rarely explain whether learning changed behaviour, improved customer outcomes or supported additional revenue.

A stronger approach connects capability development with the operational measures that influence sales, retention, productivity and margin. This means agreeing on business outcomes before a programme begins, establishing a baseline and tracking changes after employees apply what they have learned.

For Australian organisations, the analysis must also reflect local conditions. A sales programme may operate across Sydney, Melbourne, Brisbane and regional areas, while hybrid work, skills shortages and sector-specific regulation affect adoption. Data provides a practical way to separate training contribution from assumption.

Evidence level	Useful measures	What it can demonstrate
Learning activity	Completion, assessment results, participation	Whether employees engaged with the programme
Behaviour change	CRM use, coaching frequency, process compliance	Whether learning appeared in day-to-day work
Business performance	Conversion rate, average deal value, retention	Whether relevant operational outcomes improved
Financial contribution	Incremental revenue, avoided cost, ROI	The commercial value associated with the programme

Start with a measurable revenue hypothesis

A credible evaluation begins with a statement that links learning to a business mechanism. For example, training may equip account managers to qualify leads more accurately, helping increase conversion rates. The hypothesis should identify the target population, expected behaviour, timeframe and financial outcome.

The baseline may include historical sales performance, a comparison group or pre-training results. In Australia, seasonality can be significant: end-of-financial-year purchasing, holiday periods and government procurement cycles may distort a simple before-and-after comparison. These influences should be recorded rather than treated as noise.

Connect learning data with operational systems

Learning management system data is only one part of the evidence. To understand commercial impact, evaluation should connect course participation with CRM records, customer retention, sales pipeline movement, service tickets, productivity measures or quality audits.

Data governance matters here. Organisations must account for the Australian Privacy Act and applicable workplace policies when linking employee records to performance information. Use proportionate access controls, transparent explanations and aggregated reporting where individual identification is unnecessary.

A learning consultancy can help map these sources into a practical measurement model. Dave Basarab Consulting describes Predictive Evaluation as a way to forecast and measure training adoption, impact and return on investment before results are fully available.

Measure the behaviours that create revenue

Revenue rarely changes because an employee completed a module. It changes when employees apply specific capabilities consistently. Useful leading indicators might include the percentage of sales calls using a new discovery framework, the speed of responding to qualified leads or the proportion of customer issues resolved at first contact.

These indicators should be selected with operational leaders, not added as a reporting exercise by the learning team. A regional sales manager in Perth may need different evidence from a contact centre leader in Melbourne. The principle remains the same: measure the behaviour closest to the commercial lever.

Evidence worth tracking

Adoption of the target process within a defined period
Manager observations supported by structured checklists
Changes in conversion, retention or average transaction value
Differences between trained and comparable untrained groups
Revenue or cost effects adjusted for volume and seasonality

Use comparison groups and time horizons

Attribution becomes more credible when trained employees are compared with a similar group that has not yet completed the programme. A phased rollout can create a practical control group while allowing the organisation to deliver training to everyone over time. Where this is not possible, interrupted time-series analysis can compare performance before and after implementation.

The evaluation window should match the behaviour being changed. A compliance learning burst may produce rapid improvements in completion and process adherence, while leadership development may influence turnover, internal mobility and team performance over several quarters. Learning bursts for compliance can support frequent reinforcement when knowledge must remain active.

External factors should be logged throughout the measurement period. A new pricing policy, competitor action, economic shift or staffing change may affect revenue independently of training. Documenting these variables helps leaders make a defensible estimate of contribution rather than claiming that learning caused every improvement.

Calculate contribution without overstating certainty

Financial modelling can begin with a simple formula: incremental revenue associated with the targeted behaviour, multiplied by the estimated training contribution, less programme cost. The contribution percentage should be agreed with subject matter experts and business leaders, then tested against available evidence.

For example, if a sales cohort generates an additional A$500,000 during the evaluation period and stakeholders estimate that training accounts for 30 per cent, the associated contribution is A$150,000. Programme costs should include design, facilitation, technology, employee time and manager involvement.

A range is often more credible than a single figure. Present conservative, expected and optimistic scenarios, with assumptions clearly stated. This is especially useful in Australia’s diverse market, where performance can vary between metropolitan accounts, regional customers and industries such as mining, health services or financial services.

Turn findings into decisions

Evaluation should lead to action. If adoption is weak but the capability is commercially important, managers may need coaching tools, workflow prompts or incentives. If adoption is high but revenue has not moved, the original hypothesis may be wrong, the sales process may be constrained elsewhere or the offer may no longer fit customer demand.

Clear reporting helps executives see the relationship between learning activity, behaviour and business outcomes. Sample courses can provide useful examples of how learning content may be structured, but the measurement plan should always reflect the organisation’s own strategy and operating environment.

Decisions supported by the evidence

Scale programmes that show reliable adoption and financial value
Redesign content when knowledge is high but workplace use is low
Add manager reinforcement where behaviour fades after training
Stop or replace initiatives with weak strategic relevance
Reallocate funding towards capabilities linked to growth

Build an evaluation habit

Revenue contribution should be considered during programme design, not several months after delivery. A short measurement plan can name the business owner, target population, baseline, data sources, review dates and decision rules. This keeps evaluation manageable and gives leaders a shared definition of success.

The strongest evidence combines quantitative results with operational insight. Sales dashboards may show improved conversion, while interviews explain that employees are qualifying opportunities more effectively. Together, these sources create a more reliable account of how learning supported performance.

Training does not need to claim sole responsibility for revenue growth to demonstrate value. It needs a transparent chain from capability, to behaviour, to business result, supported by sound data and realistic assumptions. The key point to remember is that learning earns executive confidence when its contribution is measured against the commercial outcomes the organisation is trying to improve.

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.