UK

United Kingdom · Operations · C-Suite (20+ years)

Chief Operations Officer

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO)
  • UK framework levelUsually an executive or board-level role

Also advertised as Chief Operating Officer · EVP Global Operations · Head of Enterprise Operations

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 4 · covers 1 of 3 standards
OTHM Level 5 Diploma in Project Management OTHM Qualifications · Level 5 · covers 1 of 3 standards
Highfield Level 5 Diploma in Operations Management Highfield Qualifications · Level 5 · covers 1 of 3 standards
EAL Level 4 Diploma in Rail Engineering Advanced Technician Competence Excellence, Achievement & Learning Limited · Level 4 · 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

Lead organisational change to sustain excellence in food operations FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence
Digital Business Practices OTHM Level 5 Diploma in Project Management
Project Implementation Highfield Level 5 Diploma in Operations Management
Leading workplace organisation activities EAL Level 4 Diploma in Rail Engineering Advanced Technician Competence

The future skills this job leans on

AI Fluency working with AI as a thinking partner
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Frontier Fluency the next wave, beyond mainstream AI
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Chief Operations Officer

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

  1. Lead organisational change to sustain excellence in food operations FDQ Limited · covers 1 of 3 standards Level 4
  2. Digital Business Practices OTHM Qualifications · covers 1 of 3 standards Level 5
  3. Project Implementation Highfield Qualifications · covers 1 of 3 standards Level 5
  4. Leading workplace organisation activities Excellence, Achievement & Learning Limited · covers 1 of 3 standards Level 4
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 Chief Operations Officer?

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

  • AI Governance & Ethical Deployment
  • Digital Twin & Metaverse Operational Planning
  • Geopolitical & Climate Resilience 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 Chief Operations Officer plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Chief Operations Officer runs the operational side of an organisation, overseeing supply chains, delivery and processes across markets. The role owns the strategy for how things get delivered, from supply chain to customer delivery, and turns the CEO's vision into working systems. It means making sure operations run on time, efficiently and profitably.

4What you'd actually use

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

ERP System (e.g., SAP S/4HANA, Oracle NetSuite) Strategic

Guiding the selection, implementation, and governance of enterprise-wide ERP systems. Presenting strategic benefits and risks to the Board. Overseeing master data strategy and system roadmaps.

Process Mapping & Mining Tools (e.g., Signavio, Celonis) Architect

Defining the enterprise process architecture. Selecting and championing process mining tools to identify global inefficiencies. Presenting high-level process optimisation opportunities to the executive team.

Data Visualization & BI Platforms (e.g., Power BI, Tableau, ThoughtSpot) Strategic

Designing the overall BI strategy for Operations. Reviewing executive dashboards to derive strategic insights. Challenging data interpretations and ensuring data integrity for board-level reporting.

Advanced Analytics & AI Platforms (e.g., Azure ML, AWS SageMaker) Strategic

Guiding the adoption and ethical use of AI/ML for predictive analytics, automation, and optimisation across operational functions. Understanding the capabilities and limitations of these technologies for strategic advantage.

Project & Portfolio Management (e.g., Jira Align, Planview) Strategic

Overseeing the entire portfolio of operational projects and programmes. Allocating significant resources (£M+) based on strategic priority and ROI. Establishing enterprise-wide project governance standards.

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
Enterprise Operational Strategy & Vision N/A N/A N/A
P&L Ownership & Budget Allocation (Operations) N/A N/A N/A
Major Organisational Design Changes (Operations) N/A N/A N/A
Strategic Vendor Selection & Contracts (Operations) N/A N/A N/A

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.

Enterprise P&L Contribution
Direct impact on the company's overall profitability through operational efficiency and cost management.
Target · Achieve >15% year-on-year operational cost reduction while supporting >20% revenue growth.

In Q2, operational efficiencies led to a £5M saving in logistics costs, directly contributing to a 2% increase in net profit margin.

Customer Satisfaction (CSAT/NPS)
Overall customer sentiment towards our products/services, heavily influenced by operational delivery and service quality.
Target · Maintain a Net Promoter Score (NPS) of >60 and a Customer Satisfaction (CSAT) score of >90% across all major business units.

After implementing a new global delivery network, our average delivery time improved by 15%, leading to a 5-point increase in NPS last quarter.

Supply Chain Resilience Index
Our ability to withstand and recover from disruptions in the global supply chain, measured by various factors like supplier diversity, lead time variability, and recovery speed.
Target · Achieve a resilience index score of >8.5/10, ensuring <5% revenue impact from any single supply chain disruption.

During the recent Suez Canal blockage, our diversified shipping routes and pre-negotiated contingency plans meant only a 2% delay to critical components, far outperforming competitors.

Operational Efficiency & Automation Rate
The percentage of key operational processes that are fully automated or significantly streamlined, leading to reduced manual effort and error rates.
Target · Increase enterprise-wide process automation by 10% annually, reducing manual touchpoints by 25% in core operational workflows.

Our Q3 automation initiatives in warehouse management reduced order processing time by 18% and cut associated labour costs by £1.2M.

Board Confidence & Strategic Alignment
The level of trust and alignment the Board of Directors has in the operational strategy and its execution. This is about your ability to articulate vision and deliver.
  • Regularly invited to present operational updates and strategic proposals to the Board. Board members actively seek your input on major corporate initiatives. Positive feedback from Board members on operational transparency and risk management.
Investor Relations & Market Perception
How external investors and the market perceive our operational strength, efficiency, and future growth potential.
  • Positive mentions in analyst reports regarding operational execution and resilience. Successful investor roadshows where operational strategy is a key highlight. Share price stability/growth attributed to strong operational performance.
Organisational Culture & Talent Development
Fostering a culture of operational excellence, continuous improvement, and strong talent pipelines within the Operations function.
  • High employee engagement scores within Operations. Strong internal promotion rates for senior operational roles. Recognised as an employer of choice for operational talent. Clear succession plans for critical leadership positions.
Regulatory Compliance & Risk Mitigation
Ensuring the entire operational footprint adheres to all relevant global regulations and that operational risks are proactively identified and mitigated.
  • Zero critical regulatory breaches or fines. Successful internal and external audits with minimal findings. Proactive engagement with regulatory bodies on emerging standards. Robust disaster recovery and business continuity plans in place.

7Would you like it

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

What people enjoy
Enterprise-wide Impact & Transformation

You'll spend your days driving initiatives that literally change how the entire company operates, impacting thousands of employees and millions of customers. This isn't about incremental gains; it's about fundamental shifts. You're building the future of our operational capabilities.

Leading a multi-year programme to consolidate global ERP systems, resulting in a single source of truth for all operational data and a 20% reduction in IT spend.

Strategic Problem Solving at Scale

You'll be tackling the biggest, hairiest operational challenges the company faces—think global supply chain disruptions, integrating multi-billion-pound acquisitions, or designing operational models for entirely new markets. These aren't easy fixes; they require deep strategic thought and a long-term vision.

Developing and implementing a new operational model to support entry into a complex emerging market, navigating unique logistical and regulatory hurdles.

Building High-Performing Global Teams

A significant part of your role is about people—attracting, mentoring, and empowering a diverse team of operational leaders across the globe. You'll be shaping the next generation of our executive talent, fostering a culture of excellence and accountability.

Establishing a global leadership development programme for high-potential operational managers, creating a robust succession pipeline for your direct reports.

What frustrates people
  • The 'Silver Bullet' Syndrome: When other C-suite members propose quick fixes for deep-seated operational issues, expecting a magic wand.
  • Legacy System Inertia: Trying to drive transformation when decades of technical debt and deeply entrenched systems resist change at every turn.
  • Geopolitical Headwinds: Constant external shocks (wars, trade disputes, pandemics) that completely upend meticulously crafted operational plans.
  • Boardroom Scrutiny: Presenting complex operational challenges and solutions to a Board that often has limited day-to-day operational context, requiring immense simplification and persuasion.
  • Talent Wars: The relentless challenge of attracting and retaining top operational talent in a highly competitive global market.
What this role does not give you
  • A quiet, low-pressure environment.
  • The opportunity to avoid difficult conversations or decisions.
  • A role where you can personally execute every project or initiative.
  • A place where 'good enough' is often acceptable; here, excellence is the baseline.
  • An escape from constant public and investor scrutiny.

8Who you work with

This role holds ultimate accountability for the operational performance and strategic direction of the entire organisation. You'll shape the company's ability to execute its business model, manage risk, deliver profitability, and maintain its brand reputation. Your decisions impact our global workforce, our financial health, and our long-term viability. It's about ensuring we can scale, adapt, and innovate operationally to stay ahead of the curve.

Inside the business
  • Chief Executive Officer (CEO)
  • Board of Directors
  • Chief Financial Officer (CFO)
  • Chief Technology Officer (CTO)
  • Chief Commercial Officer (CCO)
  • Chief People Officer (CPO)
  • General Counsel
Outside the business
  • Key Investors and Shareholders
  • Regulatory Bodies (e.g., FCA, industry-specific regulators)
  • Strategic Vendors and Partners
  • Industry Associations and Bodies
  • Major Customers and Clients
  • Media and Public Relations

9What you need before you start

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

  • Proven experience leading a large, multi-functional Operations organisation (e.g., as a VP or Director of Operations for a significant business unit) for at least 5-7 years.
  • Demonstrable track record of managing a P&L of over £5M and driving significant operational cost savings and efficiency improvements.
  • Extensive experience in designing and implementing enterprise-wide operational systems and processes (e.g., ERP transformations, global supply chain redesigns).
  • Experience presenting to and influencing Board-level stakeholders and external investors.
  • A deep understanding of our industry sector's specific operational challenges and opportunities, or equivalent experience in a highly regulated, complex industry.

10What to practise next

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

Quantum Computing Strategic Awareness

While still in its early stages, quantum computing has the potential to revolutionise optimisation problems critical to operations (e.g., complex logistics, drug discovery, financial modelling). As COO, you need to understand its strategic implications, when to start investing in quantum-ready infrastructure, and how it might disrupt our industry in the next 5-10 years.

Quantum Supremacy · Quantum Algorithms for Optimisation · Quantum Security Implications · Quantum-as-a-Service

  • This quarter: Attend an executive briefing on quantum computing's potential impact on our industry.
  • Next 6 months: Task your CTO and Head of Innovation to develop a 'quantum readiness' assessment for Operations.
  • Next 12 months: Explore partnerships with academic institutions or startups in the quantum space.
  • Ongoing: Monitor key breakthroughs and investment trends in quantum computing.

Quick win: Have a 1-hour session with a quantum expert (internal or external) to demystify the basics and discuss potential operational applications.

Decentralised Autonomous Organisations (DAOs) & Blockchain for Supply Chain

Blockchain offers immutable ledger technology for enhanced transparency and traceability in supply chains, crucial for compliance and trust. DAOs, while futuristic, represent a new model for decentralised governance and collaboration that could reshape how global operational networks are managed, moving beyond traditional hierarchies. You need to understand how these technologies could create more resilient, transparent, and efficient operational ecosystems.

Blockchain in Supply Chain · DAO Governance Models · Tokenisation of Assets · Web3 Operational Paradigms

  • This quarter: Review current industry pilots and use cases for blockchain in supply chain management.
  • Next 6 months: Engage with legal and compliance teams to understand the regulatory implications of blockchain and DAOs.
  • Next 12 months: Consider a small-scale pilot for blockchain-enabled traceability for a specific product line.
  • Ongoing: Monitor the evolution of Web3 technologies and their potential for operational disruption.

Quick win: Ask your Head of Supply Chain about current traceability challenges and whether blockchain could offer a solution. It's a good way to start the conversation.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive leadership forums and industry roundtables (e.g., World Economic Forum, industry-specific COOs' networks).
  • Engagement with academic institutions on cutting-edge operational research and innovation.
  • Mentoring rising talent within the organisation and externally, fostering a culture of continuous learning.
  • Serving on the board of other companies (non-executive director roles) to broaden perspective and governance experience.
  • Continuous learning on emerging technologies (AI, Quantum, Blockchain) and their strategic implications for operations.

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.

AI Governance & Ethical Deployment

AI is rapidly moving beyond pilot projects to become embedded in core operational processes (e.g., automated decision-making in supply chain, predictive maintenance). As COO, you'll be accountable for ensuring these systems are fair, transparent, compliant, and don't introduce unintended biases or risks. The regulatory landscape is still forming, and you'll need to navigate it.

  • AI Ethics Principles
  • Explainable AI (XAI)
  • AI Risk Management
  • Regulatory Compliance for AI

Digital Twin & Metaverse Operational Planning

The ability to create highly accurate virtual replicas (digital twins) of our factories, supply chains, and even customer journeys offers unprecedented opportunities for simulation, optimisation, and predictive maintenance. While the metaverse is still nascent, its potential for collaborative operational planning and remote management is significant. You need to understand how to harness this for strategic advantage.

  • Digital Twin Architectures
  • Real-time Operational Simulation
  • Predictive Maintenance via Digital Twins
  • Metaverse for Remote Collaboration

Geopolitical & Climate Resilience Strategy

Global supply chains are increasingly vulnerable to geopolitical instability, trade wars, and the accelerating impacts of climate change. As COO, you're responsible for building an operational strategy that can withstand these shocks, ensuring continuity of supply and service. This means moving beyond traditional risk management to proactive, adaptive resilience.

  • Supply Chain De-risking
  • Climate Change Adaptation
  • Geopolitical Scenario Planning
  • Circular Economy Principles

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Architecture & Systems Integration
  • Global Supply Chain Strategy & Optimisation
  • Lean / Six Sigma & Operational Excellence
  • Data Analytics & Business Intelligence Governance
  • M&A Operational Integration

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

    VP/Director of Operations (Large Enterprise)

    10-15 years at VP/Director level prior to COO

    Skills to master

    • Enterprise P&L management, multi-country operational leadership, board reporting, large-scale transformation leadership, strategic vendor management.

    You're ready to move on when

    • Successfully led a business unit or major functional area (e.g., global supply chain) with significant P&L accountability.
    • Proven ability to attract, develop, and retain senior operational talent.
    • Demonstrated success in driving and embedding large-scale operational change initiatives.
    • Regularly presented strategic operational updates to the C-suite and occasionally the Board.
  2. 2

    Chief of Staff to CEO/COO (Large Enterprise)

    5-7 years as Chief of Staff, following prior operational leadership experience

    Skills to master

    • Deep understanding of enterprise strategy, executive decision-making processes, board dynamics, cross-functional influence, stakeholder management at the highest level.

    You're ready to move on when

    • Successfully managed complex strategic initiatives directly for the CEO/COO, demonstrating strong judgement and discretion.
    • Developed an intimate understanding of all major business functions and their interdependencies.
    • Built strong relationships across the C-suite and with Board members.
    • Proven ability to translate strategic vision into actionable plans and track execution at an enterprise level.
  3. 3

    COO of a Smaller/Mid-Sized Company

    5-10 years as COO in a smaller company, then transition to larger enterprise

    Skills to master

    • Full P&L ownership, end-to-end operational accountability, scaling operations for growth, investor relations, building operational infrastructure from scratch (sometimes).

    You're ready to move on when

    • Successfully scaled operations for a high-growth company, navigating the challenges of rapid expansion.
    • Demonstrated ability to build and lead a complete operational function, often with limited resources.
    • Proven track record of delivering against aggressive operational and financial targets.
    • Experience engaging with investors and securing funding rounds, with operational strategy as a key component.

15Where this role leads

The long view: This role can lead to running an entire company as CEO, sitting on boards as a non-executive director or chair, or advising investment portfolios as an operating partner.

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 Chief Operations Officer is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Executive Officer (CEO)
  • Non-Executive Director (NED) / Board Member

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 Lead organisational change to sustain excellence in food operations, worked against Chief Operations Officer.

Lead organisational change to sustain excellence in food operations Level 4

Applied to your work in Chief Operations Officer

1. To enable the learner to define and articulate clear, measurable, achievable, relevant, and time-bound (SMART) change objectives for organisational improvements in food operations. 2. To enable the learner to identify and assess the key drivers and barriers to organisational change within a food manufacturing technology context. 3. To enable the learner to apply change management methodologies to steer organisational change effectively towards sustained excellence in food operations.

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.

Start my Chief Operations Officer plan, free
See Your Progress Grow Illustration
Chief Operations Officer
  • Enterprise Architecture & Systems Integration
  • Global Supply Chain Strategy & Optimisation
  • Lean / Six Sigma & Operational Excellence
  • Data Analytics & Business Intelligence Governance
  • M&A Operational Integration
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

Chief Operations Officer is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Executive Officer (CEO)

    3-5 years as COO

    Enterprise-wide ultimate accountability for all functions (Sales, Marketing, Product, Finance, Operations, People, Tech).

    • Strategic M&A leadership (from identification to integration)
    • Enterprise risk management (holistic view)
    • Government & public affairs
    • Capital allocation strategy
    • Shareholder value creation

  2. Non-Executive Director (NED) / Board Member

    Immediately after or concurrently with COO role

    Strategic oversight and governance for multiple organisations, rather than direct operational execution.

    • Financial literacy (board level)
    • Legal & regulatory compliance (board level)
    • Audit committee responsibilities
    • Remuneration committee responsibilities
    • ESG (Environmental, Social, Governance) oversight
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, your time is the most valuable asset in the company. As COO, you're drowning in data, reports, and strategic decisions. AI isn't here to replace you, but to give you back precious hours, allowing you to focus on truly transformative work, not just keeping up. Think of it as your super-powered executive assistant, always on, always learning.

For a Chief Operations Officer, AI isn't just about automating a single task; it's about gaining a strategic advantage. It means faster insights, better decision-making, and a more resilient operational backbone. We're talking about leveraging AI to understand market shifts, predict supply chain disruptions, and even draft board-level communications, giving you an edge that frankly, your competitors might not have yet.

Enterprise Process Automation & Optimisation

Use AI-powered process mining tools to automatically discover, map, and identify bottlenecks across all global operational workflows. AI can then simulate 'what if' scenarios for optimisation and even suggest RPA solutions for implementation. This isn't just about a single department; it's about optimising the entire company's operational flow.

Strategic Forecasting & Risk Prediction

Feed global economic data, geopolitical events, weather patterns, and historical operational performance into advanced AI models. Get highly accurate predictions for demand, supply chain disruptions, and resource needs, allowing you to proactively adjust strategy, mitigate risks, and allocate resources far more effectively than traditional methods allow. No more guessing; it's about informed foresight.

Board Report & Strategy Document Generation

Instead of spending hours synthesising vast amounts of data into board-ready presentations and strategic documents, use AI to draft initial versions. Provide key inputs, and AI can generate comprehensive reports, executive summaries, and even first-pass strategic proposals, allowing you to focus on refining the narrative and making the critical decisions, not the tedious drafting.

Global Regulatory Compliance & Anomaly Detection

Deploy AI systems to continuously monitor global regulatory changes affecting our operations, automatically flagging new requirements and potential compliance gaps. AI can also analyse vast datasets for anomalies that might indicate fraud, operational errors, or security breaches, giving you real-time visibility and proactive defence across your entire operational footprint.

Common questions

Common questions

How do you become a Chief Operations Officer?

Common routes in include VP/Director of Operations (Large Enterprise) (10-15 years at VP/Director level prior to COO), Chief of Staff to CEO/COO (Large Enterprise) (5-7 years as Chief of Staff, following prior operational leadership experience) and COO of a Smaller/Mid-Sized Company (5-10 years as COO in a smaller company, then transition to larger enterprise). Times vary with prior experience.

Where can a Chief Operations Officer progress to?

This role can lead on to Chief Executive Officer (CEO) (3-5 years as COO) and Non-Executive Director (NED) / Board Member (Immediately after or concurrently with COO role), depending on the skills you build.

What new skills matter most for a Chief Operations Officer?

Increasingly, AI Governance & Ethical Deployment, Digital Twin & Metaverse Operational Planning and Geopolitical & Climate Resilience 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 8

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

 More jobs in operations

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

Skills in strategic operational leadership, large scale transformation and P&L management transfer across many industries. This applies particularly to sectors with complex supply chains, manufacturing or service delivery, such as retail, logistics, manufacturing, technology and healthcare. Experience at this level opens doors in almost any sector.

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 Chief Operations Officer plan, free 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.