UK

United Kingdom · Business process outsourcing · Director/VP (16-20 years)

Director, Global Service Delivery Strategy

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toVP, Global Service Delivery & Transformation
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Service Transformation · Head of Global Operations Strategy · Director of BPO Excellence

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 3 standards
NCC Education Level 5 Extended Diploma in Computing with Data Science NCC Education Limited · Level 5 · covers 1 of 3 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 3 standards
Pearson BTEC Level 5 Higher National Diploma in Computing for England Pearson Education Ltd · Level 5 · covers 1 of 3 standards
Pearson BTEC Level 5 Higher National Diploma in Digital Technologies Pearson Education Ltd · Level 5 · covers 1 of 3 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Data Science Foundations OTHM Level 7 Diploma in Data Science
Introduction to Data Science and Big Data NCC Education Level 5 Extended Diploma in Computing with Data Science
Data-led Decision Making Level 6 Award in Data-led Decision Making
Apply the Concepts of Data Science to Computer Engineering NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Data Analytics Pearson BTEC Level 5 Higher National Diploma in Computing for England

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Change Fluency taking people through change
Your Plan Illustration

Built for Director, Global Service Delivery Strategy

5 units that map to this job, from the qualifications that cover it.

  1. Data Science Foundations OTHM Qualifications · covers 2 of 3 standards Level 7
  2. Introduction to Data Science and Big Data NCC Education Limited · covers 1 of 3 standards Level 5
  3. Data-led Decision Making Institute of Sales Professionals · covers 1 of 3 standards Level 6
  4. Apply the Concepts of Data Science to Computer Engineering NOCN · covers 1 of 3 standards Level 5
  5. Data Analytics Pearson Education Ltd · covers 1 of 3 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director, Global Service Delivery Strategy?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Ethical AI & Responsible Automation Governance
  • Ecosystem Orchestration & Partnership Strategy
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director, Global Service Delivery Strategy plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

This job involves shaping how services are delivered across a global organisation, looking three to five years ahead. It means tracking where the market is heading, anticipating what clients will need, and building the strategy to meet it. The role carries weight, with real influence over budgets and the direction of the whole service delivery operation.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Anaplan/Workday Adaptive Planning Strategic/Architect

Architecting enterprise-wide planning models for resource allocation, capacity planning, and financial forecasting across all global service lines, informing major strategic investment decisions.

ServiceNow GRC/Archer Strategic/Architect

Leveraging GRC platforms to integrate risk management, compliance, and audit into our overarching service delivery strategy, ensuring regulatory adherence and building client trust at an enterprise level.

Tableau Server/Power BI Premium Strategic/Architect

Overseeing enterprise-level BI deployments, defining data governance for strategic dashboards used by the C-suite, and ensuring secure, reliable access for executive reporting and strategic performance monitoring.

Diligent Boards/Nasdaq Boardvantage Strategic/Architect

Preparing and presenting strategic recommendations, multi-year performance reviews, and future roadmaps directly to the executive board and key external stakeholders, ensuring clarity and impact.

Signavio Process Manager Advanced

Guiding your team in designing, modeling, and analysing complex end-to-end business processes, and overseeing 'what-if' scenario simulations for major operating model changes.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Investment (New Technology/Platform) Identifies potential tools, researches features, provides data for business case. Evaluates vendor options, contributes to cost-benefit analysis, presents recommendations to manager. Leads vendor selection process, designs pilot programmes, makes recommendations for investments up to £50K, consults Director on larger sums.
Operating Model Design & Implementation Documents 'as-is' processes, gathers data on current state operations. Analyses process inefficiencies, proposes minor process improvements within existing operating model. Designs 'to-be' processes for specific workstreams, develops implementation plans, makes recommendations for operating model changes within a project.
Talent & Team Structure No direct reports, focuses on personal development plan. Informally guides new joiners, contributes to team best practices. Mentors 1-2 junior team members, provides input on performance reviews for mentees.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Global P&L Impact (Strategic Initiatives)
The total annualised cost savings or new service revenue generated directly from strategies you've designed and overseen.
Target · Accountable for £10M+ in annual strategic cost optimisation or new service revenue generation.

Your team's new right-shoring model for a major client saves £2.5M annually, and a new automation strategy for finance processes delivers £7.5M in efficiency gains, hitting your £10M target.

Strategic Roadmap Execution
The percentage of critical milestones within the 3-year global service delivery strategic roadmap that are delivered on time and within scope.
Target · Achieve 90% on-time delivery of critical milestones.

Out of 10 major strategic initiatives planned for the year, 9 hit their target dates, even with unexpected market shifts, demonstrating strong planning and execution oversight.

Global Service Delivery Efficiency Improvement
The overall percentage increase in efficiency across our global service delivery operations, often measured by FTE optimisation, throughput, or cost per transaction.
Target · Increase global service delivery efficiency by 15-20% through strategic interventions.

Through new operating models and hyperautomation initiatives, the average cost per transaction in our claims processing service line drops by 18% over 12 months.

Client Retention/Growth Contribution
The direct impact of your strategic service enhancements on retaining existing clients or expanding our services with them.
Target · Contribute to a 5% increase in client retention or expansion through strategic service enhancements.

A new AI-driven analytics offering, developed under your strategy, helps secure a £3M upsell with a key banking client and is cited as a reason for renewing a £20M contract.

Executive & Board-Level Influence
Your ability to articulate complex strategic visions, gain consensus, and secure buy-in for major initiatives from the C-suite and the Board.
  • Regular invitations to present at Board meetings
  • your recommendations are consistently adopted for significant investments
  • you're seen as a trusted advisor on service delivery strategy
  • internal feedback from executive peers confirms your ability to drive agreement.
Organisational Capability Building
How effectively you're building and maturing our internal capabilities in areas like automation, analytics, and operating model design, ensuring we have the right skills and structures for future growth.
  • Successful establishment of new COEs (e.g., an AI Centre of Excellence)
  • measurable improvements in our internal talent pipeline for strategic roles
  • positive feedback from direct reports and their teams on development opportunities and clarity of direction
  • external recognition of our capabilities (e.g., industry awards).
Strategic Partner Relationships
The strength and effectiveness of our relationships with key technology vendors and strategic partners, ensuring we're always at the forefront of innovation and getting the best value.
  • You're regularly engaging with partner CxOs
  • we're getting early access to new technologies
  • joint innovation initiatives are successfully launched
  • our partners view us as a strategic collaborator, not just a customer.
Culture of Innovation & Agility
Your role in fostering a culture where new ideas are encouraged, tested, and scaled, and where the organisation can adapt quickly to market changes.
  • Successful pilots of disruptive technologies that move to enterprise-wide adoption
  • internal innovation challenges yield actionable ideas
  • teams feel empowered to experiment
  • post-project reviews consistently show lessons learned are applied to future initiatives.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping the Future

You'll spend your days thinking years ahead, not just weeks. This means designing the next generation of our service delivery models, identifying disruptive technologies, and figuring out how we'll stay ahead of the curve. It's about building legacy, not just hitting quarterly targets.

Leading the charge on integrating AI into our core BPO offerings, seeing a concept move from whiteboard to a live, impactful client solution.

Driving Large-Scale Impact

Your work will directly influence multi-million-pound P&Ls and thousands of employees across the globe. You'll be making decisions that truly 'move the needle' for the entire organisation, seeing your strategic choices translate into tangible business results and competitive advantage.

Implementing a new global operating model that reduces overall service delivery costs by 15% across 5 countries, directly impacting our profitability.

Leading and Developing Talent

You'll be mentoring, coaching, and empowering a team of high-performing strategists, helping them grow their careers and tackle increasingly complex challenges. Seeing your team succeed and develop under your guidance will be a huge source of satisfaction.

Guiding a Lead Strategist to successfully architect a new automation COE, and then seeing them promoted to Principal Strategist.

What frustrates people
  • Client scope creep without corresponding budget adjustment: You'll deal with clients constantly expanding requirements or adding new services without increasing fees, forcing us to absorb costs or fight for adjustments.
  • Resistance to change from entrenched delivery teams: Overcoming the 'that's how we've always done it' mentality from operational teams when trying to implement new processes or technologies can be a real grind.
  • Inconsistent data quality across disparate systems: You'll spend significant time on data reconciliation and cleansing because source systems lack standardisation, making accurate strategic analysis and reporting a nightmare.
  • The 'pilot purgatory' for new technologies: Successfully piloting innovative solutions only to struggle with scaling them across the enterprise due to funding, integration challenges, or a lack of sustained executive sponsorship.
  • Balancing global standardisation with local client demands: Navigating the tension between driving global efficiency through standardised processes and the need to customise solutions for specific client nuances or regional regulations is a constant battle.
  • Internal politics between sales, solutions, and delivery: Mediating conflicts and misalignments between sales promising aggressive timelines, solutions designing complex architectures, and delivery teams facing operational realities is a regular part of the job.
  • Talent scarcity for advanced automation and analytics skills: Struggling to recruit and retain skilled professionals in areas like AI, ML, and advanced process mining, which are critical for future service delivery innovation, can be a major headache.
What this role does not give you
  • A quiet, solitary existence focused purely on analysis; you'll be in meetings, presenting, and influencing constantly.
  • A guaranteed path where every strategic initiative you launch goes exactly to plan and is fully adopted without a hitch.
  • A role where you can avoid internal politics or difficult conversations; navigating these is central to success.
  • An environment where you're handed all the answers; you'll be defining the questions and the solutions.

8Who you work with

This role directly shapes the strategic direction and operational efficiency of our entire global service delivery organisation. Your decisions will influence multi-million-pound investments, impact thousands of employees, and directly affect our ability to win new business and retain existing clients. You're essentially defining how we operate for the next 3-5 years, driving significant P&L impact and market positioning.

Inside the business
  • C-Suite (CEO, COO, CFO)
  • Regional Delivery VPs and Heads of Operations
  • Global Sales & Solutions Leadership
  • Product Development and Technology Teams
  • Finance and Legal Departments
  • Human Resources Leadership
Outside the business
  • Major Enterprise Clients (often at CxO level)
  • Strategic Technology Partners (e.g., Microsoft, Salesforce, automation vendors)
  • Industry Analysts and Consultants (e.g., Gartner, Everest Group)
  • Regulatory Bodies (where applicable for specific service lines)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Extensive experience (12-16 years) in a Principal Strategist or similar senior leadership role within a large-scale Business Process Outsourcing organisation, or a major consulting firm specialising in BPO transformation.
  • Proven track record of designing and implementing complex, multi-year service delivery strategies that have delivered significant P&L impact (£5M+ annualised savings/revenue).
  • Demonstrable experience leading and developing teams of strategists or consultants (3+ direct reports).
  • Deep expertise in at least two of the following: Lean Six Sigma (Black Belt), Operating Model Design, RPA/Hyperautomation Strategy, or large-scale Change Management.
  • Experience presenting to and influencing C-suite executives and senior client leadership.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced Predictive & Prescriptive Analytics for BPO

Critical within 6 months. Moving beyond descriptive dashboards to truly predictive and prescriptive models that don't just tell us what happened, but what will happen and what we should do about it. This is about driving proactive strategic decisions in real-time for service delivery.

Time Series Forecasting (Advanced) · Optimisation Algorithms · Simulation Modelling · Causal Inference · Data Storytelling for Executives

  • This week: Review our current forecasting models. Where are the gaps? What could be more predictive?
  • This month: Engage with our data science team to understand their current capabilities and future roadmap for predictive analytics.
  • Month 2: Sponsor a pilot project using a new predictive model for a critical operational metric (e.g., agent attrition, client churn risk).
  • Month 3: Work with a Lead Strategist to develop a 'prescriptive action plan' based on a predictive model's output, demonstrating its strategic value.

Quick win: Challenge your team to move beyond 'what happened' to 'what will happen and what should we do' in every strategic report. It shifts the mindset immediately.

11Staying current once you are in

What people here do to keep up
  • Regularly engage with industry analysts (Gartner, Everest Group) to stay ahead of BPO market trends and emerging technologies.
  • Participate in executive leadership programmes focusing on digital transformation, global strategy, or organisational change.
  • Mentor junior and mid-level strategists within the organisation, fostering the next generation of leaders.
  • Speak at industry conferences or publish thought leadership pieces on global service delivery strategy or hyperautomation in BPO.
  • Actively build and maintain a strong professional network of peers in the BPO industry and technology sectors.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI & Responsible Automation Governance

Critical within 12 months. As AI and automation become embedded in every aspect of service delivery, the ethical implications—data bias, job displacement, transparency, and accountability—are becoming paramount. Clients and regulators demand it, and our reputation depends on it.

  • AI Ethics Frameworks
  • Bias Detection & Mitigation
  • Explainable AI (XAI)
  • Human-in-the-Loop Design
  • Regulatory Landscape (AI)

Ecosystem Orchestration & Partnership Strategy

Important within 18 months. No single provider can do it all anymore. Future service delivery strategy isn't just about what we do, but how effectively we orchestrate a complex ecosystem of niche tech providers, specialist consultants, and even competitors to deliver integrated client solutions. Our ability to build and manage these partnerships will be a key differentiator.

  • Platform Business Models
  • API Economy & Integration
  • Co-innovation & Joint Ventures
  • Partner Lifecycle Management
  • Value Chain Disaggregation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean Six Sigma (Black Belt)
  • Operating Model Design & Implementation
  • Service Level Management (SLM) & OLA Design
  • RPA Strategy & Hyperautomation Roadmapping
  • Change Management (e.g., ADKAR, Kotter's 8-Step)
  • Value Stream Mapping (VSM)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Principal Service Delivery Strategist (Internal Promotion)

    3-5 years as a Principal Strategist

    Skills to master

    • Deep expertise in a specific strategic pillar (e.g., Automation Strategy, Operating Model Transformation), proven ability to influence executive-level decisions, and a track record of delivering significant P&L impact (£5M+). You'll have also built and mentored a strong team.

    You're ready to move on when

    • Successfully led 2-3 major strategic initiatives from concept to successful implementation.
    • Consistently sought out by senior leadership for strategic advice and input.
    • Demonstrated ability to manage complex stakeholder relationships across the organisation.
    • Your direct reports are developing well and progressing in their careers.
  2. 2

    Director of Strategy (from another large BPO firm)

    Coming in directly from a similar Director-level role with 15+ years of relevant experience.

    Skills to master

    • A strong understanding of our specific market segments and client base, ability to quickly integrate into our culture, and a proven ability to lead large-scale strategic programmes in a new environment.

    You're ready to move on when

    • Successfully led strategic transformations in a comparable global BPO setting.
    • Strong network within the BPO industry.
    • Demonstrated ability to quickly build trust and credibility with new executive teams.
    • Clear examples of driving significant business outcomes in previous roles.
  3. 3

    Senior Management Consultant (from a top-tier consulting firm)

    Roughly 5-8 years as a Senior Manager or Associate Partner specialising in BPO/Operations strategy.

    Skills to master

    • Transitioning from an advisory role to an operational leadership role, building and managing internal teams, and owning long-term P&L accountability. You'll need to demonstrate you can 'do' as well as 'advise'.

    You're ready to move on when

    • Extensive experience leading large BPO transformation engagements for multiple clients.
    • Strong client relationship management skills at the executive level.
    • Clear examples of driving tangible, measurable results for clients.
    • A desire to move from project-based work to long-term organisational ownership.

15Where this role leads

The long view: This role can lead to running operations as a Chief Operating Officer. It can also lead to setting overall direction as a Chief Strategy Officer. Another path is taking full charge of a business as CEO of a smaller firm or business unit.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, Global Service Delivery Strategy is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Data Science Foundations, worked against Director, Global Service Delivery Strategy.

Data Science Foundations Level 7

Applied to your work in Director, Global Service Delivery Strategy

1. To enable the learner to define the scope and landscape of Data Science and differentiate the roles of Data Scientists from other IT professionals. 2. To enable the learner to evaluate key topics within Data Science, including data administration, governance, and big data sources. 3. To enable the learner to describe the architecture and core elements of Apache Hadoop. 4. To enable the learner to analyse the advantages and disadvantages of utilising Artificial Intelligence techniques in a business context. 5. To enable the learner to critically analyse the impact of Big Data on digital transformation within organisations and its effects on users. 6. To enable the learner to review strategies for ensuring data compliance and explain the responsibilities and challenges faced by data specialists.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Director, Global Service Delivery Strategy
  • Lean Six Sigma (Black Belt)
  • Operating Model Design & Implementation
  • Service Level Management (SLM) & OLA Design
  • RPA Strategy & Hyperautomation Roadmapping
  • Change Management (e.g., ADKAR, Kotter's 8-Step)
  • Value Stream Mapping (VSM)
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, Global Service Delivery Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Global Service Delivery & Transformation

    3-5 years in the Director role

    This is the next natural step, moving from shaping the strategy for a business unit to defining the enterprise-wide vision and driving major organisational transformation.

    • Enterprise architecture strategy
    • Global talent pipeline development (100s-1000s employees)
    • Disruptive technology adoption at scale
    • Complex regulatory navigation across multiple jurisdictions
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're juggling high-level strategy with deep-dive analysis, stakeholder management, and team leadership. The good news? AI isn't just for the techies; it's a game-changer for strategic leaders like you, helping you cut through the noise and focus on what truly matters.

Imagine spending less time sifting through market reports, drafting initial strategy documents, or trying to make sense of disparate operational data. AI tools can handle much of that heavy lifting, giving you back precious hours to refine your vision, influence key decision-makers, and mentor your team. It's about augmenting your strategic brainpower, not replacing it.

AI-Powered Process Mining & Discovery

Use AI-driven process mining tools (think Celonis or UiPath Process Mining) to automatically discover, map, and analyse actual process execution from system logs across our global operations. This means you'll pinpoint hidden bottlenecks, compliance deviations, and high-impact automation opportunities far faster than any manual method. No more guessing where the inefficiencies lie; the data will show you.

Predictive Service Performance & Demand Forecasting

Employ machine learning models to predict future service demand, resource requirements, and potential SLA breaches based on historical data, market trends, and external factors. This isn't just about looking backwards; it's about proactive capacity planning and making strategic adjustments to our delivery models before problems even arise. Imagine knowing next quarter's challenges today.

Strategic Market & Competitive Intelligence

Leverage AI-powered research platforms (like AlphaSense or Gartner tools with AI features) to rapidly synthesise vast amounts of market reports, competitor analyses, and industry trends. This gives you quick, data-driven insights for developing new service offerings, refining competitive strategies, and staying ahead of the curve. Cut your research time in half and get to the 'aha!' moments faster.

Automated Strategy Document Generation & Summarisation

Use generative AI tools (like ChatGPT or Claude) to draft initial versions of strategic proposals, executive summaries, and board reports based on your input data, outlines, and key findings. You can also summarise lengthy internal documents or client contracts in minutes to quickly extract critical information. This means less time on first drafts and more time on refining your message and strategic arguments.

Common questions

Common questions

How do you become a Director, Global Service Delivery Strategy?

Common routes in include Principal Service Delivery Strategist (Internal Promotion) (3-5 years as a Principal Strategist), Director of Strategy (from another large BPO firm) (Coming in directly from a similar Director-level role with 15+ years of relevant experience.) and Senior Management Consultant (from a top-tier consulting firm) (Roughly 5-8 years as a Senior Manager or Associate Partner specialising in BPO/Operations strategy.). Times vary with prior experience.

Where can a Director, Global Service Delivery Strategy progress to?

This role can lead on to VP, Global Service Delivery & Transformation (3-5 years in the Director role), depending on the skills you build.

What new skills matter most for a Director, Global Service Delivery Strategy?

Increasingly, Ethical AI & Responsible Automation Governance and Ecosystem Orchestration & Partnership Strategy. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in business process outsourcing

Stay in the field you know and move sideways rather than up.
If you leave this industry

The strategic leadership skills built in this role carry across other large service industries, such as financial services or telecommunications. They also apply to management consulting at a senior level. Leading large-scale transformation and managing complex global operations are skills that transfer well.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.