UK

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

Director, Business Transformation & Change Readiness

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

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toChief Operating Officer (COO) or SVP, Strategy
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Organisational Change · Head of Transformation Delivery · Business Unit Change Lead

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

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
NOCN Level 5 Diploma in Productivity Improvement Practice NOCN · Level 5 · covers 1 of 10 standards
Pearson Edexcel Level 4 NVQ Diploma in Business Administration Pearson Education Ltd · Level 4 · covers 2 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
Planning for Operational Change NOCN Level 5 Diploma in Productivity Improvement Practice
Initiate and implement operational change Pearson Edexcel Level 4 NVQ Diploma in Business Administration
Change leadership IAO Level 3 Diploma in Leadership and 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
Change Fluency taking people through change
Your Plan Illustration

Built for Director, Business Transformation & Change Readiness

4 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. Planning for Operational Change NOCN · covers 1 of 10 standards Level 5
  3. Initiate and implement operational change Pearson Education Ltd · covers 2 of 10 standards Level 4
  4. Change leadership Innovate Awarding · covers 1 of 10 standards Level 3
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 Readiness?

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 & Automation Governance in Transformation
  • Ecosystem Orchestration & 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 Readiness plan as you set up, starting with the free Automation Fluency module. No card.

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

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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 job means leading how a business unit changes and delivers on its strategic goals. It means running multi-year transformation programmes so they land with staff and deliver real value, rather than just looking good on a slide. It means making sure new tech and processes actually get used properly.

4What you'd actually use

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

Qualtrics / SurveyMonkey (Enterprise Licence Management) Expert

Setting enterprise survey governance, integrating survey data with HRIS for strategic insights, defining key metrics for change sentiment across the business unit.

Power BI / Tableau (Strategic Dashboard Architecture) Expert

Architecting the overall change analytics strategy, defining enterprise-wide KPIs, presenting high-level adoption and sentiment dashboards to the C-suite and Board.

Miro / MS Teams / SharePoint (Enterprise Collaboration Strategy) Expert

Setting enterprise standards for collaboration tools, championing new use cases for transformation, ensuring security and governance across business unit collaboration platforms.

WalkMe / Whatfix / Pendo (Enterprise Digital Adoption Strategy) Expert

Leading vendor selection and negotiation for Digital Adoption Platforms, developing the business case for enterprise-wide DAP adoption, owning the overall digital adoption analytics strategy for the business unit.

Asana / Jira / Monday.com (Portfolio Change Management Integration) Advanced

Managing a portfolio of change projects, allocating resources across programmes, integrating change plans into the master programme and portfolio plans (e.g., in Planview or similar PPM tools).

Excel (Advanced Financial Modelling & Automation) Advanced

Building complex models to forecast change saturation, calculate transformation ROI, or analyse the financial impact of different change scenarios. You might even use light VBA for bespoke automation or data manipulation.

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 Change Roadmap Definition Supports by providing data on specific project impacts. Contributes insights from individual projects to inform the roadmap. Leads the development of workstream-level change strategies, makes recommendations to programme leadership.
Budget Allocation for Change Initiatives Tracks expenses for individual tasks. Manages budget for specific project activities (e.g., training materials). Manages budget for a change workstream (e.g., £50K-£100K for a specific communication campaign).
Executive Sponsor Engagement & Management Prepares materials for sponsor meetings. Briefs sponsors on project progress, drafts sponsor communications. Develops sponsor engagement plans, coaches sponsors on their role.

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.

Benefits Realisation Rate for Transformation Programmes
The percentage of projected financial and operational benefits actually achieved for major transformation programmes within your business unit.
Target · Achieve ≥90% of identified business benefits within 12 months post-go-live for critical programmes.

If a programme was projected to save £5M annually, you'd track if we actually hit £4.5M+ in verified savings. We're talking hard numbers, not just 'we think it's better'.

Business Unit Change Maturity Index Score
Our internal assessment score for how well the business unit plans, executes, and sustains change, based on a recognised framework (e.g., Prosci's Change Management Maturity Model).
Target · Improve the business unit's Change Maturity Index from, say, 2.5 to 3.5 (out of 5) over a three-year period.

Moving from 'we do change reactively' to 'we proactively integrate change into our strategic planning' – that's a tangible shift you'll drive and measure.

Transformation Programme ROI Acceleration
The average time it takes for major transformation programmes within your remit to start delivering positive return on investment, compared to historical benchmarks.
Target · Reduce the average time to positive ROI by 15% across the business unit's transformation portfolio.

If a typical large programme historically took 24 months to break even, you'd aim to get that down to around 20 months. Every month saved is millions in value.

Executive Sponsorship Effectiveness Score
A qualitative-turned-quantitative score based on feedback from programme teams and change leads regarding the visibility, engagement, and support from executive sponsors.
Target · Maintain an average sponsorship effectiveness score of 4.0 out of 5 across all major transformation programmes.

If sponsors aren't showing up to key meetings, aren't making decisions, or aren't communicating the 'why,' that score will drop, and you'll be on the hook to fix it.

Strategic Alignment of Change Initiatives
How well change programmes are integrated into the overall business unit strategy, ensuring they support top-level objectives rather than operating in silos.
  • Regular invitations to business unit strategy sessions
  • explicit mention of change readiness in strategic plans
  • consistent feedback from business leaders that change efforts are directly supporting their goals. You're not just 'doing change'
  • you're part of the strategic conversation.
Organisational Resilience & Adaptability
The business unit's demonstrated ability to absorb, adapt to, and recover from significant organisational changes without major disruption or loss of productivity.
  • Reduced 'change fatigue' reported in employee surveys
  • faster recovery times post-major system deployments
  • fewer unexpected escalations due to change resistance
  • positive feedback from HR about employee morale during periods of high change. Essentially, the business unit handles change better and faster.
Executive & Board Confidence in Transformation Delivery
The level of trust and confidence that the C-suite and Board have in the business unit's ability to successfully deliver complex, high-stakes transformation programmes.
  • Increased delegation of critical transformation initiatives to your team
  • positive feedback during board presentations on transformation progress
  • proactive consultation on strategic shifts impacting the business unit
  • less 'micromanagement' from above. They trust you to get it done.

7Would you like it

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

What people enjoy
Driving tangible, large-scale business impact

You'll be directly accountable for the success of multi-million-pound transformation programmes, seeing your strategies translate into real business outcomes like improved profitability or market share. The thrill of seeing a complex change actually 'land' across an entire business unit.

Leading the successful adoption of a new core banking platform that directly contributes to a 10% reduction in operational costs for the retail banking division.

Shaping organisational strategy and capability

You'll be a key voice in strategic planning sessions, influencing how the business unit approaches future growth and adaptation. You're building the 'muscle' for change, not just executing a plan. This means designing the frameworks and processes that enable future transformations.

Developing and embedding a new change leadership framework that significantly improves the success rate of all subsequent major projects within the business unit.

Leading and developing high-performing teams

You'll be mentoring and coaching a team of experienced change professionals, helping them navigate complex challenges and grow their careers. You'll get immense satisfaction from seeing your team deliver exceptional results and develop into future leaders.

Building a change readiness team that consistently delivers high-quality support for complex programmes, and seeing your direct reports move into more senior leadership roles.

What frustrates people
  • Being brought in to 'fix' a transformation programme after it's already facing significant resistance and delays, with unrealistic expectations for a quick turnaround.
  • Dealing with a lack of genuine executive sponsorship, where leaders delegate the 'change' without providing the necessary air cover or making tough decisions.
  • Constantly battling for budget and resources for change management activities, often seen as 'nice to have' rather than critical for programme success.
  • The sheer emotional toll of being the primary recipient of organisational anxiety, fear, and frustration during periods of intense change.
  • Having to deliver difficult messages to senior leaders about programme risks or the need to slow down, knowing it might not be well-received.
What this role does not give you
  • A quiet, predictable, or low-stress work environment.
  • The luxury of focusing solely on one project or a narrow technical domain.
  • Direct control over operational teams or project budgets (you influence, you don't command).
  • A role where your primary focus is hands-on, individual contribution rather than strategic leadership and team development.

8Who you work with

This role directly impacts the successful execution of our company's strategic objectives for a major business unit. You're accountable for ensuring that significant capital investments in transformation actually deliver their promised benefits, influencing everything from market competitiveness and customer experience to employee retention and overall profitability. Your decisions here can genuinely make or break a multi-year strategy.

Inside the business
  • C-Suite (CEO, CFO, CIO, CHRO)
  • SVP/VP-level Business Unit Leaders
  • Heads of Technology & Product Development
  • Legal & Compliance Directors
  • Human Resources Leadership
Outside the business
  • Strategic Consulting Partners
  • Key Technology Vendors (e.g., SAP, Salesforce)
  • Industry Bodies & Regulators
  • External Auditors

9What you need before you start

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

  • Extensive experience (15+ years) leading large-scale business transformation and organisational change programmes, ideally within a complex, multi-national organisation.
  • Demonstrated success in building, leading, and mentoring teams of change management professionals, including other managers.
  • Proven ability to influence and advise C-suite and SVP-level stakeholders, securing buy-in and driving strategic alignment.
  • A track record of delivering measurable business benefits and ROI from transformation initiatives.
  • Deep understanding of change management methodologies (e.g., Prosci, Kotter) and their strategic application at an enterprise level.
  • Strong financial acumen and experience managing multi-million-pound budgets.

10What to practise next

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

Advanced Digital Adoption Platform (DAP) Strategy & Optimisation

DAPs are becoming central to ensuring new systems are actually used. You'll need to move beyond deploying walkthroughs to strategically optimising user journeys, personalising adoption experiences at scale, and measuring the direct impact on business outcomes. This is about making sure our investments in new tech actually stick.

Personalised user journey mapping within DAP · A/B testing of DAP content and guidance for optima · Integrating DAP data with other analytics platform · Measuring the ROI of DAP investments on productivi · Future-proofing DAP strategy for emerging technolo

  • This quarter: Conduct a deep dive with your DAP team to understand their current challenges and opportunities for strategic impact.
  • Next 6 months: Develop a strategic roadmap for DAP utilisation across your business unit, focusing on measurable business outcomes.
  • Next 12 months: Lead a pilot programme to test advanced DAP features (e.g., AI-driven personalisation) on a critical new system rollout.
  • Ongoing: Engage with DAP vendor roadmaps and industry best practices.

Quick win: Challenge your team to identify one business process where enhanced DAP usage could drive a measurable improvement in efficiency or user experience within the next 3 months.

Predictive Analytics for Change Saturation & Resistance

Instead of reacting to change fatigue, you'll need to predict it. Using advanced analytics and potentially machine learning, you'll identify which teams or individuals are most at risk of burnout or resistance, allowing for proactive, targeted interventions. This moves change management from reactive to truly predictive.

Developing predictive models using historical chan · Identifying leading indicators of change fatigue a · Segmenting employee populations for targeted inter · Visualising predictive insights for executive deci · Ethical considerations in predictive modelling of

  • This quarter: Partner with our Data Science team to explore existing data sets that could inform a predictive model for change impact.
  • Next 6 months: Define the key data points and metrics needed to build a robust change saturation prediction model for your business unit.
  • Next 12 months: Oversee a pilot project to build and test a basic predictive model for identifying high-risk change populations.
  • Ongoing: Stay abreast of advancements in HR analytics and behavioural economics.

Quick win: Start by manually correlating current change initiatives with employee survey data and helpdesk tickets to identify initial patterns of fatigue.

11Staying current once you are in

What people here do to keep up
  • Regularly attending executive leadership and transformation conferences (e.g., Gartner, Forrester, Prosci conferences) to stay abreast of industry trends and network with peers.
  • Participating in executive coaching programmes focused on strategic leadership, influence, and resilience.
  • Engaging in peer-to-peer learning networks or industry forums for senior change leaders.
  • Undertaking advanced training in areas like data analytics for strategic decision-making, AI ethics, or advanced negotiation techniques.
  • Mentoring junior talent within the organisation and externally, which often deepens your own understanding and leadership skills.

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 & Automation Governance in Transformation

As we automate more processes and use AI for decision support, the ethical implications for employees, customers, and data become paramount. You'll need to navigate the 'how' of responsible transformation, not just the 'what'. Regulators are watching, and so are our people.

  • AI bias detection and mitigation in change impact
  • Ethical considerations in workforce automation and
  • Data privacy and security implications of AI-drive
  • Establishing governance frameworks for responsible
  • Communicating the ethical dimensions of AI-driven

Ecosystem Orchestration & Partnership Management

Major transformations rarely happen in isolation. You'll increasingly be managing a complex web of internal and external partners—consultants, vendors, industry bodies, even customers—to deliver change. Your ability to orchestrate this ecosystem will be critical for success, moving beyond simple vendor management to true strategic partnership.

  • Multi-party programme governance and alignment
  • Negotiating complex contracts with strategic trans
  • Building collaborative operating models with exter
  • Managing interdependencies across a diverse partne
  • Leveraging external expertise to accelerate intern

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Prosci ADKAR Model (or similar structured methodology)
  • Advanced Stakeholder Analysis & Executive Engagement
  • Enterprise Change Impact Assessment & Strategic Planning
  • Benefits Realisation Management & Value Tracking
  • Strategic Resistance Management & Organisational Intervention
  • Transformation Communications & Narrative Leadership

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

    Head of Change Management (Large Enterprise)

    3-5 years at that level

    Skills to master

    • Managing a diverse portfolio of change programmes, leading a team of change managers, developing enterprise-wide change methodologies, and influencing C-suite stakeholders on programme-specific issues.

    You're ready to move on when

    • Successfully led change for 3+ major, complex programmes (e.g., ERP implementation, M&A integration).
    • Consistently received strong feedback from executive sponsors on your ability to influence and deliver.
    • Demonstrated ability to build and retain a high-performing change team.
    • Managed budgets exceeding £1M for change initiatives.
  2. 2

    Senior Programme Director (with strong Change Focus)

    4-6 years at that level

    Skills to master

    • End-to-end accountability for large, complex transformation programmes (often £50M+), integrating change management seamlessly into programme delivery, managing external vendors and large cross-functional teams, and reporting programme status to the Board.

    You're ready to move on when

    • Successfully delivered 2+ multi-year, multi-million-pound transformation programmes.
    • Proven ability to manage significant programme risks, including those related to people and adoption.
    • Strong commercial acumen and experience managing large programme budgets and P&L.
    • Consistently seen as a trusted advisor to C-suite on programme delivery.
  3. 3

    Management Consultant (Senior Principal/Partner-level, Transformation Practice)

    5-8 years at that level

    Skills to master

    • Developing and selling large-scale transformation strategies to clients, leading multi-disciplinary consulting teams, managing client relationships at the C-suite level, and deep expertise in various industry sectors and transformation methodologies.

    You're ready to move on when

    • Led multiple client engagements focused on large-scale organisational change and transformation.
    • Demonstrated ability to generate significant revenue through client engagements.
    • Strong network of C-suite contacts and a reputation as a thought leader in transformation.
    • Experience in diverse industry sectors, bringing a breadth of perspective.

15Where this role leads

The long view: This work can lead to a chief executive role, a board or non-executive director position, or a global head of transformation role in consulting.

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 Readiness is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Chief Operating Officer (COO) or Chief Transformation Officer (CTO)

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 Readiness.

Lead Organisational Change Level 6

Applied to your work in Director, Business Transformation & Change Readiness

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.

See Your Progress Grow Illustration
Director, Business Transformation & Change Readiness
  • Prosci ADKAR Model (or similar structured methodology)
  • Advanced Stakeholder Analysis & Executive Engagement
  • Enterprise Change Impact Assessment & Strategic Planning
  • Benefits Realisation Management & Value Tracking
  • Strategic Resistance Management & Organisational Intervention
  • Transformation Communications & Narrative Leadership
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 Readiness is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Enterprise Change Management

    3-5 years in the Director role

    From L6 to L7

    • Developing and embedding a unified enterprise change methodology and capability.
    • Leading M&A integration from a people and culture perspective across the entire organisation.
    • Acting as the ultimate internal and external thought leader on organisational change and transformation.
    • Managing relationships with key regulators and industry bodies on transformation-related matters.

  2. Chief Operating Officer (COO) or Chief Transformation Officer (CTO)

    5-8 years in the Director role

    From L6 to L7

    • Optimising end-to-end operational processes and supply chains.
    • Overseeing all technology strategy and implementation.
    • Managing large-scale M&A activities from due diligence to integration.
    • Representing the company to investors, analysts, and the media on operational and strategic matters.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is gold. You're not just doing tasks; you're shaping futures. Imagine if you could reclaim hours every week from the 'busy work' and pour it into strategic thinking, executive coaching, or even just getting home on time. That's where AI comes in.

We're not talking about replacing your strategic brain, but giving it a serious upgrade. AI tools, when used smartly, can free you from the tactical weeds, allowing you to focus on the big picture, anticipate challenges, and make more informed decisions faster. Think of it as having a highly efficient, tireless assistant for your most demanding strategic and analytical tasks.

Strategic Foresight & Risk Modelling

Feed market reports, internal data, and project histories into an AI to predict future trends, identify potential transformation risks, and model the impact of different change strategies. Get a head start on problems before they even fully emerge, allowing you to proactively adjust your roadmap. This isn't just about 'what ifs'; it's about 'what will be'.

Executive Communication & Narrative Crafting

Use generative AI to draft compelling board reports, executive summaries, and strategic narratives. Provide key data points and desired outcomes, and let the AI help structure arguments, refine language, and tailor messages for specific C-suite audiences. This means less time wordsmithing and more time refining the core message and its delivery.

Organisational Change Health Dashboards

Integrate data from multiple sources (HRIS, project management tools, sentiment surveys) into AI-powered dashboards. Get real-time insights into change saturation, resistance hotspots, and adoption rates across the business unit. This helps you quickly pinpoint where to focus your leadership attention and resources, rather than waiting for quarterly reports.

Benefits Realisation & ROI Tracking

Automate the complex process of tracking and verifying benefits realisation across your transformation portfolio. AI can cross-reference project milestones with financial data and operational metrics, providing a clearer, faster picture of ROI and highlighting areas where programmes are falling short of their promised value. This gives you the hard data you need to make tough decisions.

Common questions

Common questions

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

Common routes in include Head of Change Management (Large Enterprise) (3-5 years at that level), Senior Programme Director (with strong Change Focus) (4-6 years at that level) and Management Consultant (Senior Principal/Partner-level, Transformation Practice) (5-8 years at that level). Times vary with prior experience.

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

This role can lead on to VP, Enterprise Change Management (3-5 years in the Director role) and Chief Operating Officer (COO) or Chief Transformation Officer (CTO) (5-8 years in the Director role), depending on the skills you build.

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

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

Free tools

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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

The skills built in this role transfer across sectors. Tech, healthcare, manufacturing and public services all go through change. Leading people through complex transitions and delivering measurable business value makes these skills useful in any industry.

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.