UK

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

Director, Global BPO Transformation

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP, Enterprise Process & Outsourcing Strategy
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Outsourcing Change & Adoption · Head of BPO Programme Management · Director of Enterprise Process Outsourcing

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

CMI Level 7 NVQ Diploma in Strategic Management and Leadership Chartered Management Institute · Level 7 · covers 1 of 9 standards
iCQ Level 7 Certificate in Strategic Management and Leadership iCan Qualifications Limited · Level 7 · covers 1 of 9 standards
iCQ Level 5 Diploma in Management and Leadership iCan Qualifications Limited · Level 5 · covers 1 of 9 standards
Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 9 standards
Qualifi Level 5 Extended Diploma in Business Management Qualifi Ltd · Level 5 · covers 1 of 9 standards
Focus Awards Level 5 Diploma in Management and Leadership (RQF) Focus Awards Limited · Level 5 · covers 1 of 9 standards

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

The units you would start with

Design business processes CMI Level 7 NVQ Diploma in Strategic Management and Leadership
Business Process Management iCQ Level 5 Diploma in Management and Leadership
Lead Organisational Change Level 6 Award in Leading Organisational Change
Business Operations Qualifi Level 5 Extended Diploma in Business Management

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
Sustainability Fluency building care for people and planet into the work
Your Plan Illustration

Built for Director, Global BPO Transformation

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

  1. Design business processes Chartered Management Institute · covers 1 of 9 standards Level 7
  2. Business Process Management iCan Qualifications Limited · covers 1 of 9 standards Level 5
  3. Lead Organisational Change Institute of Sales Professionals · covers 1 of 9 standards Level 6
  4. Business Operations Qualifi Ltd · covers 1 of 9 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 BPO Transformation?

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 Governance in Outsourcing
  • Sustainability & ESG Integration in BPO 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 BPO Transformation plan as you set up, starting with the free Automation Fluency module. No card.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

This role directs large scale BPO transformation programmes, making sure they are planned properly and deliver what they set out to do.

4What you'd actually use

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

Microsoft SharePoint/Teams Expert

Defining the strategic architecture, governance, and security protocols for enterprise-wide knowledge repositories and collaboration spaces for BPO programmes. You'll ensure information flow supports global transformation.

Jira/Confluence Expert

Overseeing the enterprise-level administration of our Atlassian suite for BPO, setting strategic roadmaps for programme tracking, and ensuring integration with other PMO tools to provide a single source of truth for transformation progress.

ServiceNow (ITSM/CSM modules) Expert

Providing strategic oversight of ServiceNow implementations for BPO, designing new service catalogues, and ensuring vendor performance tracking and service management align with enterprise objectives. You'll dictate how we use it for BPO.

Power BI/Tableau Expert

Defining enterprise-wide reporting standards for change impact, adoption rates, and BPO performance. You'll use these tools for strategic data storytelling to the Board and C-Suite, providing insights that drive major decisions.

Microsoft Visio/Lucidchart Expert

Establishing enterprise-wide process mapping standards and using complex diagrams for strategic planning, transformation roadmaps, and communicating target operating models to senior leadership and external partners.

WalkMe/AppLearn (Digital Adoption Platforms) Expert

Strategic selection, deployment, and governance of Digital Adoption Platforms across the BPO portfolio. You'll be measuring the ROI on adoption initiatives and integrating DAPs into our global training and change programmes.

SurveyMonkey/Qualtrics Expert

Developing and overseeing enterprise feedback strategies for change initiatives, integrating survey data with other change metrics, and driving data-informed strategic change decisions across the organisation.

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 BPO Partner Selection No involvement, may provide data on existing vendors. Research potential vendors, provide comparative analysis. Recommend preferred vendors based on strategic fit and capability.
Multi-Year BPO Programme Budget Allocation Tracks individual task spend. Manages budget for specific project workstreams (e.g., £50K). Manages project budgets up to £250K, flags overruns.
Organisational Design for Outsourced Functions No involvement, impacted by changes. Provides input on role changes for specific processes. Designs new roles and responsibilities for workstreams moving to BPO.

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.

BPO Operational Efficiency Improvement
The measurable improvement in efficiency across our outsourced operations, often tracked through process cycle time reduction, error rate decrease, or cost per transaction.
Target · 20% improvement across the BPO portfolio within 2 years

Reducing the average customer service call handling time by 25% across all outsourced contact centres, saving £1.5M annually in operational costs.

Major BPO Transition Success Rate
The successful execution of significant BPO re-negotiations or new vendor transitions, measured by meeting all defined strategic objectives, budget, and timeline.
Target · Successfully execute 1-2 major BPO re-negotiations or new vendor transitions annually, meeting all strategic objectives (e.g., cost savings, service level improvements)

Completing the transition of our finance and accounting processes to a new BPO provider within the £5M budget and 18-month timeline, achieving 15% cost reduction.

Executive Sponsorship Engagement
The level of active involvement and support from executive sponsors for BPO transformation programmes, often measured through feedback surveys or participation rates in steering committees.
Target · Influence a 10% increase in executive sponsorship engagement for BPO transformation programmes, ensuring active support and decision-making

Increasing average executive attendance at BPO steering committee meetings from 60% to 70% and seeing more proactive intervention on roadblocks.

Programme Budget Adherence
Keeping large-scale BPO transformation programmes within their allocated financial limits.
Target · Maintain programme spend within 5% of approved budget for all major BPO transformations

Delivering a £10M BPO migration programme at £10.3M, staying well within the 5% variance.

Strategic Alignment of BPO Roadmap
Ensuring that the BPO strategy and all major transformation programmes directly support and enable the company's overarching strategic pillars.
  • Regular presentations to the Board and C-Suite demonstrating clear links between BPO initiatives and corporate goals. Positive feedback from executive leadership on the strategic relevance of your plans. Your BPO roadmap is explicitly referenced in corporate strategic documents.
Fostering a Culture of Continuous Improvement
Driving a mindset across the organisation where process optimisation and innovation are actively sought and implemented, not just within your team but across business units.
  • A measurable increase (e.g., 25%) in employee-led process innovation initiatives or suggestions for BPO optimisation. Business units proactively seeking your team's input on process redesign. Internal awards or recognition for continuous improvement efforts.
Quality of Vendor Strategic Partnership
Building and maintaining genuine strategic partnerships with our BPO providers, moving beyond transactional relationships to collaborative, value-driven engagements.
  • Joint strategic planning sessions with BPO vendor executives that result in shared objectives and innovation roadmaps. Proactive identification and resolution of complex issues before they escalate. Vendor feedback (e.g., through formal relationship surveys) indicating high satisfaction with the partnership.
Organisational Change Capability Maturity
Improving the organisation's overall ability to successfully manage and embed large-scale change, as measured by recognised maturity models.
  • Year-over-year improvement in our Prosci Change Management Maturity Model score. Internal audit results showing stronger change governance and adherence to best practices. Reduced instances of 'change fatigue' reported in employee surveys.

7Would you like it

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

What people enjoy
Driving Enterprise-Wide Transformation

You'll spend your days orchestrating massive change programmes that redefine how our company operates globally. This means everything from setting the strategic direction for our BPO portfolio to personally engaging with C-suite leaders to secure their buy-in for multi-year initiatives.

Leading the complete overhaul of our global finance operations, moving them to a new outsourced model across three continents, and seeing the tangible cost savings and efficiency gains after two years.

Building and Leading High-Performing Teams

A significant part of your role is about building, mentoring, and empowering a large team of change professionals and managers. You'll be setting the vision for their development, ensuring they have the tools and support to deliver on ambitious goals, and fostering a culture of excellence.

Developing a new talent pipeline for BPO change specialists, resulting in a 90% retention rate for your leadership team and multiple internal promotions within 3 years.

Strategic Problem Solving at Scale

You thrive on tackling the biggest, hairiest organisational challenges. This means designing solutions for complex, ambiguous problems that span multiple business units, countries, and external partners, always with an eye on the long-term strategic impact.

Architecting a solution to integrate a newly acquired company's processes into our existing global BPO framework, navigating different regulatory environments and technology stacks.

What frustrates people
  • Dealing with executive-level 'change fatigue' where past failed initiatives make new ones harder to sell.
  • Managing the political fallout when a major BPO transformation impacts internal headcount or established power structures.
  • The sheer inertia of a large organisation, making even strategically critical changes feel like pushing a boulder uphill.
  • Ensuring our BPO partners truly act as strategic extensions of our business, rather than just service providers, especially when their commercial interests diverge.
  • The constant need to justify the ROI of change management itself, even at this strategic level.
What this role does not give you
  • A quiet, predictable work environment with minimal conflict.
  • The ability to make decisions in a vacuum without extensive stakeholder consultation and buy-in.
  • A role where you can solely focus on technical execution without significant people leadership and strategic influence.
  • Immediate, short-term gratification – many of these transformations are multi-year endeavours.

8Who you work with

You'll directly shape the operational backbone of the company. Your decisions influence multi-million pound budgets, impact thousands of employees, and dictate our ability to deliver services globally. Success means a more efficient, cost-effective, and agile organisation; failure means significant operational disruption, financial penalties, and a damaged market reputation.

Inside the business
  • C-Suite (CEO, CFO, COO)
  • Business Unit Leaders (e.g., Head of Sales, Head of Marketing, Head of HR)
  • Legal & Compliance
  • Finance Leadership
  • IT Leadership
Outside the business
  • BPO Vendor Executive Leadership
  • Strategic Consulting Partners
  • Industry Bodies & Associations

9What you need before you start

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

  • A proven track record of successfully leading 3-5 large-scale, complex BPO transformation programmes from strategy to execution, with demonstrable business impact.
  • Extensive experience (at least 5 years) managing and developing large teams (20+ people), including managers and senior individual contributors.
  • Demonstrable experience in managing P&L for significant business units or programmes (minimum £2M annual budget).
  • Experience presenting strategic recommendations and programme updates directly to C-suite executives and/or Board members.
  • A deep understanding of global BPO market dynamics, vendor capabilities, and commercial models.
  • Proven ability to negotiate complex, multi-million pound contracts with external vendors.

10What to practise next

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

Advanced AI-driven Predictive Analytics for BPO Performance

We're moving beyond descriptive reporting. The ability to predict BPO performance issues (e.g., service level breaches, attrition spikes, cost overruns) before they happen, using advanced AI models, will be a game-changer. This allows for proactive intervention and optimisation, rather than reactive problem-solving.

Time Series Forecasting for SLAs · Anomaly Detection in BPO Operations · Predictive Attrition Modelling (Vendor Staff) · Root Cause Analysis with Machine Learning · Optimisation Algorithms for Resource Allocation

  • This week: Request a demo from a leading BPO analytics vendor on their predictive capabilities.
  • This month: Read up on case studies of AI-driven predictive analytics in BPO to understand real-world applications.
  • Month 2: Work with our Data Science team (if applicable) to explore potential pilot projects for predictive analytics on BPO data.
  • Month 3: Develop a business case for investing in advanced predictive analytics tools for BPO oversight.

Quick win: Start by identifying one critical BPO performance metric that's currently reactive (e.g., error rates). Brainstorm with your team how AI could predict dips in that metric a week in advance.

Hyperautomation & Intelligent Process Automation (IPA) Strategy

Simply outsourcing processes isn't enough; we need to continuously automate them. Hyperautomation, which combines RPA, AI, machine learning, and process mining, is the next frontier. As Director, you'll be defining the strategy for how we identify, implement, and scale IPA solutions across our outsourced operations, driving next-level efficiency.

Process Mining & Discovery · Robotic Process Automation (RPA) at Scale · Intelligent Document Processing (IDP) · Low-Code/No-Code Development for Automation · Automation Centre of Excellence (CoE) Design

  • This week: Research the latest trends in hyperautomation and IPA, focusing on BPO applications.
  • This month: Identify 2-3 key BPO processes that are ripe for advanced automation. Engage with our BPO partners on their IPA capabilities.
  • Month 2: Develop a high-level strategy for integrating IPA into our next generation of BPO contracts.
  • Month 3: Lead a workshop with internal stakeholders and BPO vendors to explore joint automation opportunities.

Quick win: Identify one 'swivel chair' process in an outsourced function that involves manual data transfer between two systems. Challenge your team and the vendor to automate it using existing RPA tools.

11Staying current once you are in

What people here do to keep up
  • Active participation in industry forums and conferences focused on BPO, digital transformation, and organisational change (e.g., IAOP Outsourcing World Summit, Gartner IT Symposium).
  • Regular engagement with executive coaching programmes to refine leadership, influence, and strategic communication skills.
  • Mentoring senior leaders and high-potential individuals within the organisation, fostering a culture of leadership development.
  • Publishing thought leadership articles or speaking at industry events to position yourself and the company as a leader in BPO transformation.

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 Governance in Outsourcing

As AI becomes more embedded in outsourced processes (e.g., automated decision-making, customer service bots), the ethical and regulatory implications become paramount. We need to ensure our BPO partners are using AI responsibly and compliantly, protecting our brand and our customers. This is a rapidly evolving area with significant reputational and legal risks.

  • AI Ethics Frameworks
  • Algorithmic Bias Detection & Mitigation
  • AI Explainability (XAI)
  • Data Sovereignty & Cross-Border AI
  • Vendor AI Due Diligence

Sustainability & ESG Integration in BPO Strategy

Environmental, Social, and Governance (ESG) factors are no longer just 'nice-to-haves'; they're critical for investor confidence, brand reputation, and regulatory compliance. As a Director, you'll need to integrate sustainability metrics and ethical practices directly into our BPO selection, contracts, and performance management, ensuring our outsourced operations align with our broader corporate ESG goals.

  • ESG Reporting Standards (e.g., GRI, SASB)
  • Supply Chain Ethics & Human Rights Due Diligence
  • Carbon Footprint Measurement & Reduction in BPO
  • Diversity, Equity, & Inclusion (DEI) in Vendor Selection
  • Circular Economy Principles in Outsourcing

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • ADKAR Model (Prosci) - Enterprise Application
  • Lean Six Sigma (Black Belt Principles) - Strategic Deployment
  • Organisational Design & Workforce Transition Planning
  • Vendor Relationship Management (Strategic Partnership)
  • Enterprise Risk & Impact Assessment (Change-specific)

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

    From Manager, BPO Change & Adoption (L5)

    3-5 years as an L5

    Skills to master

    • At L5, you'd have mastered managing a team of change professionals and overseeing multiple BPO engagements. To step up to Director, you need to broaden your scope to enterprise-level strategy, manage multi-million pound P&Ls, and consistently present to the C-suite. You'll need to demonstrate the ability to influence without direct authority across the entire organisation.

    You're ready to move on when

    • Successfully led 2-3 major BPO programmes with significant strategic impact.
    • Consistently exceeded team performance metrics and developed high-potential talent.
    • Demonstrated ability to influence executive stakeholders on strategic BPO decisions.
    • Managed a departmental P&L of at least £1M with strong financial acumen.
  2. 2

    From Lead Outsourcing Change Architect (L4) in a larger organisation

    5-7 years as an L4

    Skills to master

    • While an L4 Architect focuses on designing enterprise-wide change programmes, the Director role adds direct P&L accountability, significant people leadership (managing other managers), and ultimate strategic ownership for the entire BPO portfolio. You'll need to move from architecting solutions to driving the business outcomes and managing the political landscape at a much higher level.

    You're ready to move on when

    • Architected change strategies for 3-4 enterprise-level BPO transformations.
    • Successfully managed cross-functional change teams (informal leadership).
    • Demonstrated strong influencing skills with senior business unit leaders.
    • Proactively identified and mitigated significant programme risks at an enterprise level.

15Where this role leads

The long view: This work can lead to chief operating officer, chief strategy officer, or board level advisory roles, drawing on experience in transformation and change leadership.

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 BPO Transformation 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 Design business processes, worked against Director, Global BPO Transformation.

Design business processes Level 7

Applied to your work in Director, Global BPO Transformation

This unit aims to provide learners with a comprehensive understanding of business process design techniques and tools. Learners will be able to develop and improve business processes, taking into account organisational needs and objectives, and evaluate their effectiveness against key performance indicators.

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 BPO Transformation
  • ADKAR Model (Prosci) - Enterprise Application
  • Lean Six Sigma (Black Belt Principles) - Strategic Deployment
  • Organisational Design & Workforce Transition Planning
  • Vendor Relationship Management (Strategic Partnership)
  • Enterprise Risk & Impact Assessment (Change-specific)
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 BPO Transformation is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Enterprise Process & Outsourcing Strategy (L7)

    3-5 years in the Director role

    This is the next natural step, moving from leading a business unit's BPO strategy to defining the enterprise-level strategy for process optimisation and outsourcing across the entire company. You'll sit on executive committees and drive cultural shifts.

    • Advanced M&A strategy and integration (BPO aspects).
    • Global regulatory foresight and compliance at an enterprise scale.
    • Developing and managing multi-year, multi-£10M P&L for entire business units.
    • Leading complex negotiations with strategic partners at the highest level.
Working with AI on the job

Working with AI

Where AI is starting to help

Imagine having a strategic co-pilot that helps you navigate the complexities of global BPO transformation, freeing you up to focus on high-level strategy and executive influence. That's exactly what AI can offer you as a Director. It's not about replacing your leadership; it's about augmenting it, giving you superpowers to drive change faster and with greater impact.

As a Director, you're overseeing vast programmes, managing huge teams, and engaging with the highest levels of leadership. AI isn't just for junior analysts anymore; it's a critical tool for strategic leaders like you. It can help you cut through the noise, anticipate challenges, and make better, faster decisions across your entire BPO portfolio. We're talking about automating the grunt work that still creeps into your day, even at this level, and giving you back precious time for genuine leadership.

Automated Impact Assessment & Strategic Persona Generation

AI can analyse vast datasets – HRIS, organisational structures, process documentation, even M&A integration plans – to automatically identify every affected employee group across the enterprise. It then generates detailed strategic change personas, highlighting potential resistance points, training needs, and communication preferences at a global scale. This means you get a comprehensive, data-driven view of your human impact, much faster than any manual process.

Enterprise Sentiment Analysis for Change Readiness

Imagine knowing the pulse of your entire organisation's sentiment towards a major BPO transformation in real-time. AI-powered tools can continuously analyse open-text feedback from global surveys, internal communication platforms (Teams, Yammer), and even helpdesk tickets. This allows you to identify emerging resistance, adoption challenges, or even pockets of innovation, enabling you to proactively course-correct your strategic change interventions across multiple geographies.

AI-Assisted Strategic Content Creation & Board Briefings

Generative AI can become your strategic communications partner. It can draft initial versions of executive summaries, board papers, investor relations updates, and even complex policy documents related to BPO governance. You provide the strategic inputs, brand guidelines, and target audience, and the AI produces a high-quality draft, drastically reducing the time you spend on iteration and ensuring consistent messaging across all your high-stakes communications.

Intelligent Knowledge Hub & Decision Support

Leverage AI-driven chatbots and intelligent search functions integrated across your BPO knowledge repositories (SharePoint, Confluence, ServiceNow). This provides instant access to critical information for your teams – from contractual details to process runbooks – reducing reliance on your direct input for routine queries. For you, it means an AI-powered strategic assistant that can quickly summarise complex vendor performance reports or highlight key risks from programme documentation, helping you make faster, more informed decisions.

Common questions

Common questions

How do you become a Director, Global BPO Transformation?

Common routes in include From Manager, BPO Change & Adoption (3-5 years as an L5) and From Lead Outsourcing Change Architect in a larger organisation (5-7 years as an L4). Times vary with prior experience.

Where can a Director, Global BPO Transformation progress to?

This role can lead on to VP, Enterprise Process & Outsourcing Strategy (3-5 years in the Director role), depending on the skills you build.

What new skills matter most for a Director, Global BPO Transformation?

Increasingly, Ethical AI Governance in Outsourcing and Sustainability & ESG Integration in BPO 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

Skills in global BPO transformation, change leadership and vendor management carry across sectors, especially those going through digital or operational change, such as financial services, telecommunications, healthcare and manufacturing. The principles of outsourcing and change apply broadly, even where the details differ.

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.