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 Business Case for Ongoing Training Investment

Training budgets are often challenged when business conditions tighten. Leaders may support capability building in principle, yet still ask for evidence that a programme will improve productivity, reduce risk or contribute to revenue. Clear return on investment data gives learning teams a credible way to answer that question.

Using ROI data to persuade stakeholders to fund ongoing training requires more than presenting a final dollar figure. It means connecting learning activity with operational measures, forecasting likely outcomes and showing how capability develops over time. For Australian organisations, that case may need to reflect dispersed teams, skills shortages, regulatory obligations and the realities of hybrid work across cities and regional locations.

Connect Learning Measures With Business Priorities

Stakeholders are more receptive when training is framed around a current business problem. A programme designed to improve frontline leadership, for example, can be linked to employee turnover, safety incidents, customer complaints, absenteeism or time to competence. A sales programme may be assessed through conversion rates, average deal value and pipeline quality rather than attendance and satisfaction scores.

Start by establishing a baseline before delivery. Compare performance across relevant teams, locations or time periods, while recording factors that could influence the result. If a warehouse in Melbourne adopts a new process, its productivity should be compared with a credible baseline rather than with an unrelated office-based group. This creates a stronger foundation for estimating the contribution of learning.

Dave Basarab Consulting helps organisations connect learning strategy, evaluation and business performance through services such as instructional design, leadership development and Predictive Evaluation. That approach supports a shift from reporting activity to forecasting adoption, impact and value.

Build an ROI Story Stakeholders Can Trust

A reliable business case combines several forms of evidence. Adoption data shows whether people use the new skill. Impact data shows whether behaviour or performance changed. Financial analysis then translates an agreed portion of that impact into benefits, which can be compared with programme costs.

Avoid claiming that training caused every improvement. Market conditions, new technology, management changes and staffing levels may also affect results. Instead, use a contribution approach: gather manager observations, operational data and participant evidence, then state clearly what portion of the improvement can reasonably be attributed to learning.

Useful calculations include benefit-cost ratio and return on investment. If a programme costs $120,000 and produces $300,000 in verified benefits, the benefit-cost ratio is 2.5:1. ROI is calculated as (benefits minus costs) divided by costs, producing 150 per cent in this example. The calculation matters, but the assumptions behind it matter just as much.

Use Evidence That Fits Australian Operations

Australian organisations often manage teams across Sydney, Brisbane, Perth and regional areas, with different operating rhythms and labour markets. A national training initiative may need to account for travel, shift coverage, internet access and local manager capability. For FIFO workforces in mining or energy, completion rates alone reveal little unless the learning transfers to site behaviour and safety performance.

Workforce composition also affects adoption. Multigenerational teams may prefer different formats, levels of support and opportunities to practise. Guidance on multigenerational workforces can help learning leaders design experiences that work across career stages without stereotyping employees.

Local financial and compliance conditions should be included in the model. Training may reduce rework, workers’ compensation exposure, customer risk or breaches of mandatory requirements. It may also shorten time to proficiency for hard-to-fill roles, an important consideration where employers compete for skilled workers against major infrastructure, healthcare and technology projects.

Present Decision-Ready Evidence

Senior stakeholders usually need a concise view of the financial case, operational risks and funding choices. A dashboard can show baseline performance, target measures, adoption levels, estimated benefits, confidence in the evidence and the point at which value is expected to appear. This is more useful than a long catalogue of course completions.

Evidence That Strengthens the Funding Case

Baseline performance before training begins
Behavioural adoption measured by managers or systems
Operational outcomes linked to the learning objective
Costs for design, delivery, technology, travel and staff time
Assumptions used to estimate financial benefits

A staged funding request can also reduce perceived risk. Rather than seeking a large commitment with no review point, propose an initial phase with agreed evidence gates. Continued investment can then depend on participation, behaviour change and early business indicators.

Questions To Resolve Before Approval

Which business problem will the programme address?
What result would justify continued investment?
How will managers observe and reinforce new behaviour?
When should early and mature benefits be measured?
Which costs and external influences must be included?

This structure gives finance, operations and people leaders a shared basis for discussion. It also makes it easier to compare training with other interventions, such as workflow redesign, coaching or technology upgrades.

Turn the Case Into a Funding Habit

ROI should be treated as an ongoing management process rather than a report produced at the end of a programme. Review adoption after launch, check whether managers are reinforcing the skill and track business measures at sensible intervals. Some benefits appear quickly, while leadership capability, retention and culture may take months to mature.

A quarterly learning review can combine financial results with leading indicators. If adoption is weak, the response may be better manager support or a redesigned learning burst rather than immediate cancellation. If outcomes are strong in one business unit, the evidence can guide a carefully tested rollout elsewhere.

The practical takeaway is simple: define the business result first, measure the baseline, forecast realistic benefits and report progress in the language each stakeholder uses to make decisions.

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.