UK

United Kingdom · Business transformation and change · Director/VP (16-20 years)

Director, Business Transformation & Change

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Culture & Transformation · Head of Organisational Change · Transformation Lead (Business Unit)

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

Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 10 standards
FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 4 · covers 1 of 10 standards
IAO Level 3 Diploma in Leadership and Management Innovate Awarding · Level 3 · covers 1 of 10 standards
Focus Awards Level 4 NVQ Diploma in Customer Service (RQF) Focus Awards Limited · Level 4 · covers 1 of 10 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 Level 6 Award in Leading Organisational Change
Manage strategic change CMI Level 5 NVQ Diploma in Management and Leadership
Lead organisational change to sustain excellence in food operations FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence
Change leadership IAO Level 3 Diploma in Leadership and Management
Initiate and implement operational change Focus Awards Level 4 NVQ Diploma in Customer Service (RQF)

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
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Your Plan Illustration

Built for Director, Business Transformation & Change

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

  1. Lead Organisational Change Institute of Sales Professionals · covers 1 of 10 standards Level 6
  2. Manage strategic change Chartered Management Institute · covers 1 of 10 standards Level 5
  3. Lead organisational change to sustain excellence in food operations FDQ Limited · covers 1 of 10 standards Level 4
  4. Change leadership Innovate Awarding · covers 1 of 10 standards Level 3
  5. Initiate and implement operational change Focus Awards Limited · covers 1 of 10 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 Director, Business Transformation & Change?

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 Ethics & Responsible Automation in Change
  • Ecosystem Leadership & External Partnership Management
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, Business Transformation & Change 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

This role leads large-scale cultural and operational change across a business unit, making sure people are ready for what comes next.

4What you'd actually use

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

Culture Amp / Glint Strategic

You'll lead vendor selection/renewal, integrate platform data with HRIS/business data, and architect the enterprise-wide listening strategy for the business unit, defining how we measure cultural health and change readiness.

Miro / Mural Strategic

You'll train the organisation on collaborative methodologies, using these tools for executive-level strategy sessions, operating model design, and facilitating complex, multi-day workshops with senior leaders.

Tableau / Power BI Strategic

You'll define the key cultural KPIs for the enterprise and business unit. You'll design and own the executive-level Transformation Dashboard for the MD and C-suite, providing critical insights into programme progress and impact.

Asana / Monday.com Strategic

You'll manage a portfolio of transformation projects across the business unit. You'll implement governance standards for change management tracking and reporting, ensuring consistency and visibility for all programmes.

Workday HCM / SAP SuccessFactors Strategic

You'll partner closely with the HRIS team to configure new modules (e.g., Skills Cloud) or reporting capabilities required to support long-term cultural goals and talent transformation within the business unit.

Confluence / Notion Strategic

You'll set the enterprise strategy for how transformation knowledge is captured, retained, and shared to build organisational change capability across the business unit, ensuring a single source of truth for all major initiatives.

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 Programme Design & Scope No authority. Executes tasks within defined scope. Proposes minor adjustments to project scope within guidelines. Escalates major changes. Designs and owns end-to-end change plan for a project. Recommends scope changes to leadership.
Budget Allocation & Spend No authority. Tracks project expenses. Manages small project budgets (up to £5K). Escalates exceptions. Manages project budgets (up to £50K). Recommends spend beyond this.
Team Hiring & Performance Management No authority. Provides peer feedback. Provides input on junior hires. Participates in interviews. Interviews and recommends junior hires. Mentors 0-2 individuals.

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.

Transformation Programme ROI
The actual financial return on investment for the major transformation programmes you oversee.
Target · Achieve a minimum of 1.5x ROI on all programmes within 24 months of completion.

A new operating model programme, costing £5M, delivers £8M in operational efficiencies and revenue uplift within two years, yielding a 1.6x ROI.

Business Unit Change Agility Score
An internal metric derived from our annual employee survey, measuring the business unit's perceived ability to adapt to and embrace change.
Target · Improve the business unit's Change Agility Score from 65% to 75% within two years.

The 2024 survey showed a score of 68%, up from 65% in 2023, indicating positive progress in cultural adaptability.

Voluntary Attrition Reduction in Key Roles (Post-Transformation)
The rate of employees leaving voluntarily, specifically in roles heavily impacted by transformation, compared to the business unit average.
Target · Reduce voluntary attrition in key transformation-impacted roles by 5% compared to pre-transformation levels.

Following a major system migration, attrition in the affected customer service teams dropped from 18% to 13% year-on-year.

Strategic Initiative Adoption Rate
The percentage of target users actively and correctly using new systems, processes, or behaviours introduced by strategic initiatives.
Target · Achieve an 85% sustained adoption rate for all critical new systems/processes 90 days post-launch.

92% of sales reps are consistently using the new CRM's advanced features three months after rollout, exceeding the 85% target.

C-Suite & MD Trust and Influence
You're seen as the go-to expert for all things change-related within the business unit, proactively consulted on strategic decisions, not just brought in to 'fix' things later.
  • Regularly invited to MD's leadership team meetings
  • opinions sought on major strategic pivots
  • direct involvement in shaping annual business unit objectives
  • positive feedback from executive peers on your strategic input.
Organisational Change Capability Building
You're not just delivering change; you're embedding the ability to manage change within the business unit itself, making it more resilient and self-sufficient.
  • Development of a robust internal change champion network that's genuinely effective
  • positive feedback from managers on their increased confidence in leading change
  • demonstrable reduction in reliance on external change consultants over time
  • successful internal promotions within your team.
Effective Navigation of Complex Political Landscapes
You can successfully steer major transformation programmes through challenging internal politics, securing buy-in from resistant leaders and resolving conflicts before they derail progress.
  • Successful resolution of inter-departmental conflicts related to change
  • securing sponsorship from previously resistant VPs
  • evidence of proactively identifying and mitigating political risks
  • positive feedback from the COO on your ability to 'get things done' in complex situations.
Team Leadership & Development
You build and lead a high-performing, engaged team of change professionals, fostering their growth and creating a positive, results-oriented culture.
  • High employee engagement scores within your direct team
  • low voluntary attrition rates for your team
  • successful mentorship and progression of team members into more senior roles
  • positive peer feedback on your leadership style and collaboration.

7Would you like it

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

What people enjoy
Driving Large-Scale, Systemic Change

You'll be leading multi-year programmes that reshape how an entire business unit operates, from its processes to its culture. You'll thrive on the complexity of moving thousands of people through significant transitions.

Leading the complete overhaul of our customer service operating model, impacting 2,000+ employees and fundamentally changing how we interact with customers.

Shaping Organisational Strategy & Capability

You won't just implement strategy; you'll help define it. You'll be building the internal capability for the business unit to manage change itself, leaving a lasting legacy beyond individual projects.

Working directly with the MD and leadership team to embed change management principles into our annual strategic planning cycle, rather than it being an afterthought.

Building and Leading High-Performing Teams

You'll be responsible for recruiting, developing, and inspiring a large team of change professionals. Seeing your team grow, excel, and deliver critical outcomes will be a major source of satisfaction.

Mentoring a Principal Change Manager to take on a more complex programme, or seeing one of your Leads successfully navigate a particularly tricky stakeholder situation.

What frustrates people
  • The Executive Lip Service: Dealing with leaders who publicly endorse a new culture of 'collaboration and risk-taking' but continue to reward and promote individuals who hoard information and only deliver 'safe' wins.
  • The 'People Fixer' Fallacy: Being brought into a transformation programme way too late, after all technical and process decisions have been made, and being told to 'go do the comms and training' to fix a fundamentally flawed plan.
  • Change Fatigue is Real: You'll be launching your critical initiative into an organisation that is still recovering from the last three 'transformations of the year.' Your biggest competitor is often employee apathy and cynicism.
  • The Intangible ROI Battle: Constantly fighting for budget and resources against functions with hard, quantifiable ROI, while your impact on 'psychological safety' or 'cultural agility' is harder to prove on a spreadsheet, especially at the board level.
  • Metrics Weaponisation: Watching your carefully designed pulse survey get 'gamed' by managers who coach their teams on the 'right' answers, rendering the data useless for true cultural diagnostics.
What this role does not give you
  • A quiet, predictable work environment with clear, unchanging directives.
  • A role where you have direct hierarchical authority over all the people you need to influence.
  • The ability to see every single one of your initiatives through to 100% completion exactly as planned.
  • A focus solely on 'soft skills' without needing to understand the hard business realities and numbers.

8Who you work with

This role directly shapes the strategic direction and operational effectiveness of a multi-million-pound business unit. You're accountable for ensuring that major transformation programmes deliver their intended benefits, which means impacting P&L, market position, and the overall employee experience. Your decisions will influence how thousands of people work, learn, and adapt.

Inside the business
  • Business Unit Managing Director (MD)
  • VP of Product
  • VP of Sales
  • VP of Technology
  • CFO and Finance Leadership
  • HR Director (Business Unit)
  • Legal and Compliance Teams
Outside the business
  • Strategic Consulting Partners
  • Industry Bodies and Regulators (where applicable)
  • Key Vendors and Technology Partners

9What you need before you start

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

  • Proven track record of successfully leading large-scale, complex business transformations (multi-year, multi-department) in a Director or equivalent role.
  • Demonstrable experience managing teams of 20+ change professionals, including other managers, with a focus on talent development and performance.
  • Significant experience managing programme budgets in excess of £2M, with clear accountability for ROI and benefits realisation.
  • Extensive experience presenting to and influencing C-suite executives and, ideally, board members on strategic change initiatives.
  • Deep expertise in at least two major change management methodologies (e.g., Prosci, Kotter) with practical application at an enterprise level.
  • A strong understanding of organisational psychology and behavioural science, with practical examples of applying these principles to drive change.

10What to practise next

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

Advanced Cultural Analytics & Predictive Modelling

Moving beyond descriptive analytics ('what happened?') to predictive ('what will happen?') and prescriptive ('what should we do?'). This means integrating diverse data sources (engagement, ONA, HRIS, operational data) to build sophisticated models that can forecast change readiness, predict resistance hotspots, and quantify the impact of cultural interventions.

Correlation vs. causation in cultural data · Machine learning models for sentiment and attritio · Designing A/B tests for cultural interventions (e. · Data storytelling for executive decision-making · Ethical considerations in predictive people analyt

  • This quarter: Work with our Data Science team to understand their existing predictive models and identify opportunities for cultural data integration.
  • Next quarter: Commission a pilot project to build a predictive model for change readiness in a specific department.
  • Month 6: Present a business case to the COO for investing in advanced cultural analytics capabilities.
  • Month 9: Lead a cross-functional workshop on 'Data-Driven Culture Change' for VPs and Directors.

Quick win: Start by identifying 2-3 key data points that you believe are leading indicators of change success or failure. Track them rigorously and look for correlations.

Digital Fluency & Transformation Architecture

Almost all major business transformations today are digitally enabled. You need to understand not just the 'people side' but also the architectural implications of technology changes, how digital platforms enable new ways of working, and how to bridge the gap between technical and human change strategies.

Cloud adoption and its impact on culture · Agile at scale methodologies (e.g., SAFe, LeSS) an · Data mesh/fabric architectures and data literacy r · Cybersecurity culture and human risk factors · Digital ethics and responsible technology adoption

  • This quarter: Spend dedicated time with the VP of Technology to understand their 3-year tech roadmap and its cultural implications.
  • Next quarter: Shadow a Product or Engineering Lead for a week to get a deeper understanding of software development cycles.
  • Month 6: Lead a 'Digital Culture' workshop for your team, exploring how technology is reshaping our values and behaviours.
  • Month 9: Take an online course on 'Digital Transformation Strategy' or 'Cloud Computing Fundamentals for Leaders'.

Quick win: For every major tech project, make sure your team is involved from the very beginning, not just at rollout. Understand the 'why' behind the tech, not just the 'what'.

11Staying current once you are in

What people here do to keep up
  • Participation in executive leadership programmes focused on organisational transformation or strategic change.
  • Active involvement in industry forums or associations (e.g., ACMP, HBR events) to stay abreast of emerging trends and best practices.
  • Executive coaching focused on leadership presence, influence, and navigating complex organisational politics.
  • Mentoring junior and mid-level change professionals, giving back to the community and honing your own leadership skills.
  • Regularly reading and contributing to thought leadership in organisational change, behavioural science, and future of work.

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 Ethics & Responsible Automation in Change

As we use AI more for sentiment analysis, predictive insights, and automated communications, ensuring ethical use, data privacy, and avoiding bias is paramount. Missteps here can severely damage trust and derail transformation efforts. Regulators are already looking closely at this.

  • Algorithmic bias detection and mitigation in HR/ch
  • Data privacy frameworks for AI-driven insights (e.
  • Explainable AI (XAI) for transparency in predictiv
  • Human oversight protocols for AI-generated communi
  • Ethical implications of 'nudge' theory when applie

Ecosystem Leadership & External Partnership Management

Organisations are increasingly operating within complex ecosystems of partners, suppliers, and even competitors. Major transformations often require aligning not just internal stakeholders, but external ones too. Your ability to lead change across these boundaries will become a critical differentiator.

  • Multi-party stakeholder mapping and influence stra
  • Co-creation and collaborative governance models wi
  • Managing cultural differences in cross-organisatio
  • Negotiating shared benefits and risks in ecosystem
  • Building trust and long-term relationships with st

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Change Management Frameworks
  • Strategic Stakeholder Analysis & Influence
  • Organisational Network Analysis (ONA) & Cultural Diagnostics
  • Behavioural Science & Nudge Theory (Applied)
  • Change Impact Assessment & Readiness (Enterprise Scale)
  • Strategic Communications & Narrative Design

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, Culture & Transformation (Internal Promotion)

    3-5 years as a Principal

    Skills to master

    • Mastering portfolio management, executive advisory skills, building and leading a team of managers, and demonstrating consistent impact on business unit strategy.

    You're ready to move on when

    • Successfully led multiple complex transformation programmes with significant business impact.
    • Consistently sought out by VPs for strategic advice on change.
    • Built and developed a high-performing team of change managers and leads.
    • Demonstrated ability to manage budgets over £1M and deliver clear ROI.
  2. 2

    External Director/VP of Change Management (Large Enterprise)

    Direct entry, assuming prior experience

    Skills to master

    • Proven track record of leading change in similar scale and complexity, strong external network, ability to quickly understand a new organisational context.

    You're ready to move on when

    • Current Director/VP role in a comparable large, complex organisation.
    • Experience navigating different corporate cultures and political landscapes.
    • Demonstrable success in driving strategic change programmes from a previous role.
    • Strong references from C-suite level stakeholders.
  3. 3

    Senior Partner/Director (Big 4 Consulting)

    Direct entry, assuming prior experience

    Skills to master

    • Transitioning from advisory to direct operational leadership, building internal capabilities rather than just delivering projects, navigating internal politics vs. client relationships.

    You're ready to move on when

    • Extensive experience leading large-scale change engagements for diverse clients.
    • Deep expertise in multiple industries and change methodologies.
    • Strong client relationship management and business development skills.
    • Desire to own and embed change within a single organisation long-term.

15Where this role leads

The long view: This work can lead to a Chief Transformation Officer role, shaping strategy across a whole organisation, or a Chief Operating Officer role, leading operations at the highest level.

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, Business Transformation & Change 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 Transformation Officer (CTO) / Chief Operating Officer (COO)
  • VP, Organisational Development & Effectiveness (Group Level)

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, worked against Director, Business Transformation & Change.

Lead Organisational Change Level 6

Applied to your work in Director, Business Transformation & Change

This unit aims to provide learners with a comprehensive understanding of organisational change, including various models and influencing factors. Learners will be able to effectively communicate a change vision to stakeholders and lead the change process, managing resistance to ensure successful implementation.

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.

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See Your Progress Grow Illustration
Director, Business Transformation & Change
  • Enterprise Change Management Frameworks
  • Strategic Stakeholder Analysis & Influence
  • Organisational Network Analysis (ONA) & Cultural Diagnostics
  • Behavioural Science & Nudge Theory (Applied)
  • Change Impact Assessment & Readiness (Enterprise Scale)
  • Strategic Communications & Narrative Design
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, Business Transformation & Change is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Transformation Officer (CTO) / Chief Operating Officer (COO)

    3-5 years in the Director role

    C-Suite (L7)

    • Defining and driving the 3-5 year enterprise transformation agenda.
    • Leading cross-functional executive teams to deliver strategic objectives.
    • Shaping the company's market position and competitive advantage through transformation.
    • Building a resilient, adaptive enterprise culture at the highest level.

  2. VP, Organisational Development & Effectiveness (Group Level)

    2-4 years in the Director role

    VP (L6, but broader group scope)

    • Architecting group-level OD interventions and change programmes.
    • Partnering with Group HR Director on enterprise-wide talent initiatives.
    • Benchmarking organisational effectiveness against industry best practices.
    • Building a 'centre of excellence' for change and OD across the organisation.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is precious. You're meant to be thinking strategically, influencing leaders, and shaping the future, not drowning in data or drafting endless communications. Here's the thing: AI isn't just for junior analysts anymore. It's a game-changer for senior leaders like you, allowing you to amplify your impact and reclaim valuable strategic time.

Imagine having a super-smart assistant that can instantly distill insights from thousands of employee comments, predict attrition risks across your business unit, or even draft tailored executive communications in minutes. That's the reality with AI. We're not talking about replacing your judgment; we're talking about augmenting it, giving you superpowers to lead change more effectively and efficiently than ever before.

Enterprise Sentiment & Risk Automation

Use advanced NLP models to instantly analyse and categorise thousands of open-text comments from all business unit pulse surveys and internal comms. Automatically identify key themes, sentiment (positive, negative, neutral), and emerging risks across your entire employee base without your team spending countless hours on manual reading and coding. This means you get a real-time pulse on your culture, flagging potential issues before they escalate.

Predictive Attrition & Talent Insights

Leverage AI to correlate engagement data (from Culture Amp/Glint), organisational network analysis (ONA) data (from anonymised internal comms metadata), and HRIS data (Workday) to identify teams or individuals at high risk of attrition during a stressful change period. This allows you, as a Director, to proactively intervene with targeted support, resource allocation, or leadership coaching, shifting from reactive problem-solving to strategic talent retention.

Accelerated Multi-Year Strategy Design

Use a GenAI assistant to research and synthesise best practices, common pitfalls, and emerging trends for specific types of large-scale transformations (e.g., post-merger integration, digital operating model shifts). Generate initial drafts of high-level stakeholder maps, multi-year communication roadmaps, and enterprise-wide risk logs, drastically cutting down the initial planning phase for your strategic programmes.

Hyper-Personalised Executive Communications

Use AI to draft tailored versions of core strategic messages for different C-suite members, business unit VPs, or even external partners. The AI can adjust the tone, language, and emphasis based on the recipient's known concerns, functional area, and seniority level, ensuring maximum resonance and buy-in for your transformation agenda. Imagine a board deck summary tailored perfectly for the Finance Director, then instantly re-drafted for the HR Director.

Common questions

Common questions

How do you become a Director, Business Transformation & Change?

Common routes in include Principal, Culture & Transformation (Internal Promotion) (3-5 years as a Principal), External Director/VP of Change Management (Large Enterprise) (Direct entry, assuming prior experience) and Senior Partner/Director (Big 4 Consulting) (Direct entry, assuming prior experience). Times vary with prior experience.

Where can a Director, Business Transformation & Change progress to?

This role can lead on to Chief Transformation Officer (CTO) / Chief Operating Officer (COO) (3-5 years in the Director role) and VP, Organisational Development & Effectiveness (Group Level) (2-4 years in the Director role), depending on the skills you build.

What new skills matter most for a Director, Business Transformation & Change?

Increasingly, AI Ethics & Responsible Automation in Change and Ecosystem Leadership & External Partnership Management. 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 transformation and change

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

Skills in leading large-scale change, influencing senior leaders, and building adaptive cultures apply across most industries. FinTech, healthcare, retail and manufacturing all need transformation leadership, so this work carries well between sectors.

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 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.