UK

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

Director, Business Transformation

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

Also advertised as VP of Change & Transformation · Head of Enterprise Change · Business Change Director

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 11 standards
Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 11 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 11 standards
Highfield Level 3 Diploma in Management (RQF) Highfield Qualifications · Level 3 · covers 2 of 11 standards
IAO Level 3 Diploma in Leadership and Management Innovate Awarding · Level 3 · covers 1 of 11 standards
iCQ Level 3 Diploma in Management iCan Qualifications Limited · Level 3 · covers 1 of 11 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
Implement change Highfield Level 3 Diploma in Management (RQF)
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

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

  1. Lead Organisational Change Institute of Sales Professionals · covers 1 of 11 standards Level 6
  2. Manage strategic change Chartered Management Institute · covers 1 of 11 standards Level 5
  3. Implement change Highfield Qualifications · covers 2 of 11 standards Level 3
  4. Change leadership Innovate Awarding · covers 1 of 11 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?

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-Driven Transformation & Ethical Governance
  • Ecosystem Orchestration & Partner Transformation
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 plan as you set up, starting with the free Emotional Intelligence 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 multi-year change programmes across a business unit, and making sure the promised value gets delivered.

4What you'd actually use

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

Smartsheet (Enterprise Architecture) Expert

Architecting enterprise-wide portfolio management solutions, integrating data from multiple programmes, and designing executive-level dashboards that provide a single source of truth for transformation progress and value realisation.

Power BI / Tableau (Strategic Data Champion) Expert

Defining the key metrics and data strategy for the entire transformation portfolio. Championing data-driven change management to executive leadership, using complex dashboards to tell the story of adoption, readiness, and business impact.

Miro / Mural (Executive Design & Alignment) Expert

Leading strategic design sessions with senior leadership to map out the entire transformation journey, align the C-suite on vision, and facilitate complex problem-solving for organisational structure or process redesign.

WalkMe / Whatfix (Enterprise DAP Strategy) Expert

Owning the enterprise Digital Adoption Platform (DAP) strategy, selecting vendors, ensuring integration with the overall learning ecosystem, and using DAP data to drive down training costs and improve system proficiency across the business unit.

Qualtrics / SurveyMonkey (Enterprise Feedback Strategy) Expert

Managing the enterprise feedback strategy for change, linking change-related sentiment data to broader employee engagement programmes, and using advanced analytics to inform strategic interventions and measure cultural shifts.

MS Teams / Slack (Governance & Strategic Comms) Expert

Setting governance and best practices for using collaboration tools during major enterprise changes. Advising leadership on effective communication cascades and leveraging these platforms for strategic engagement and cultural reinforcement.

Confluence / Notion (Enterprise Knowledge Architecture) Expert

Owning the strategy for the enterprise's central repository of transformation knowledge, ensuring consistency, accessibility, and relevance across all major initiatives, and driving adoption for self-service information.

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
Transformation Programme Strategy & Scope Escalate all strategic decisions to Lead Change Architect. Propose strategic adjustments to Senior Change Manager; implement tactical changes within defined scope. Design and recommend strategic direction for individual projects; consult Director on significant scope changes.
Transformation Budget Allocation No budget authority. Escalate all spend requests. Manage allocated project budget up to £10K; seek approval for exceptions. Approve project-level spend up to £50K; recommend budget adjustments to Lead Change Architect.
Team Hiring & Organisational Design No hiring authority. Provide input on candidate fit. Interview junior candidates; provide feedback on suitability. Lead interviews for Change Practitioners; make recommendations for hiring within project teams.
Major Programme Risk Mitigation Identify and escalate risks to Senior Change Manager. Propose mitigation plans for routine project risks; escalate complex risks. Lead the development and execution of mitigation plans for project-level risks; consult Lead Change Architect on high-impact risks.

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 Value Realisation
Percentage of projected business case benefits (e.g., efficiency savings, revenue growth) achieved for the transformation portfolio under your remit.
Target · >90% of projected benefits realised annually

For a £5M transformation portfolio, you'd be expected to show £4.5M+ in verified savings or revenue uplift within the agreed timeframe. This isn't just about 'finishing' a project; it's about proving it actually worked.

Change Maturity Model Score Improvement
The uplift in the business unit's overall organisational change maturity, as measured by our internal framework.
Target · Improve from Level 2 to Level 4 over 3 years

Moving from ad-hoc change efforts (Level 2) to a more systematic, embedded approach (Level 4) means things like having consistent methodologies, better sponsorship, and higher adoption rates across the board. We'll measure this with formal assessments.

Employee Attrition on Transformation Projects
Reduction in voluntary employee turnover within departments undergoing major transformations, compared to business-as-usual attrition rates.
Target · Reduce attrition by 10% on transformation projects

If a department typically sees 15% annual attrition, for those undergoing a significant change programme, we'd expect to see that drop to 13.5% or lower, showing that effective change management helps retain talent.

Strategic Project Delivery & Budget Adherence
The percentage of major transformation programmes within your portfolio that are delivered on time and within budget from a change management perspective.
Target · 90% of programmes on time and within budget

Ensuring that the change management workstream for a multi-year ERP implementation, with a budget of £2M, stays within its allocated spend and hits key milestones like training completion and adoption targets.

Executive & Board Trust
Your ability to be a trusted advisor to the C-Suite and Board on transformation strategy, risk, and progress.
  • You're proactively invited to strategic planning sessions, your input is sought on major investment decisions, and the board relies on your assessments of transformation health. They'll ask you the hard questions, not just your boss.
Organisational Change Capability
The measurable improvement in the business unit's ability to absorb and embed change independently.
  • Business unit leaders are proactively embedding change management into their own initiatives, your team is seen as a strategic partner rather than just 'doers', and there's a visible increase in internal change leadership skills across the organisation. We'll see more internal 'champions' stepping up.
Talent Development & Retention
Your success in building, mentoring, and retaining a high-performing team of change professionals.
  • Your direct reports show clear career progression, they're consistently rated highly in performance reviews, and your team's attrition rates are below the organisational average. People want to work on your team because they know they'll learn and grow.
Strategic Influence & Thought Leadership
Your ability to influence strategic decisions beyond your immediate remit and contribute to the company's overall transformation agenda.
  • You're regularly asked to present at company-wide leadership forums, your insights are quoted in internal communications, and other business units seek your advice on their own change challenges. You're seen as the expert in the room.

7Would you like it

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

What people enjoy
Driving Business-Wide Impact

You'll spend your days shaping the strategic direction of major transformation programmes, seeing your decisions directly influence the P&L and operational efficiency of a large business unit. You're not just a cog; you're driving the engine.

Leading the complete overhaul of our supply chain, which ultimately shaves £5M off our annual operating costs and significantly improves customer delivery times. You see the direct impact of your work on the company's financial health.

Building Organisational Capability

You'll be accountable for building a high-performing team of change professionals and embedding a robust change methodology across the business unit. You get a kick out of seeing your team grow and the organisation become better at handling change.

Developing a new talent pipeline for change managers, creating a standardised toolkit that significantly reduces project ramp-up time, and seeing your direct reports progress into more senior roles because of your mentorship.

Solving Complex, Ambiguous Problems

You thrive on taking huge, messy, ill-defined business challenges—like 'how do we digitise our entire customer journey in 3 years?'—and turning them into clear, executable strategies. You love the intellectual puzzle of it all.

Architecting the change strategy for a major M&A integration, where you have to blend two different company cultures, systems, and processes into one cohesive unit, all while maintaining business continuity and morale.

What frustrates people
  • The Political Minefield: Navigating constant power struggles between business unit leaders, where everyone agrees in principle but resists in practice.
  • Board-Level Scrutiny: Presenting to the board and having your multi-year strategy questioned by someone who just read a McKinsey article and thinks they know better.
  • Legacy System Inertia: Trying to drive modern transformation when a significant portion of the business unit is still tied to ancient, clunky systems that nobody wants to touch.
  • M&A Integration Headaches: Being responsible for blending two vastly different company cultures and operating models after an acquisition, often with limited data and even less goodwill.
  • The 'Shiny New Thing' Syndrome: Having your well-thought-out transformation plan derailed because the CEO suddenly heard about a 'cutting-edge' technology at a conference and wants to pivot immediately.
  • Talent Wars: Constantly battling for the best internal talent to staff your transformation programmes, often against other equally critical business initiatives.
What this role does not give you
  • A quiet, predictable 9-to-5 working pattern – expect late nights and early mornings, especially during critical programme phases or board reporting.
  • The luxury of focusing on just one project at a time – you'll be juggling a portfolio of complex, interdependent initiatives.
  • An environment where everyone immediately agrees with your recommendations – you'll be constantly building consensus and managing dissent.
  • A role where your work is always visible and celebrated – much of your impact will be in preventing disasters and quietly guiding complex change.

8Who you work with

This role directly shapes the strategic direction and market position of a major business unit. You're accountable for ensuring that multi-million-pound transformations deliver their intended value, directly influencing P&L, operational efficiency, and employee engagement across a large segment of the organisation. Get it right, and the business unit thrives; get it wrong, and it could mean significant financial losses and reputational damage.

Inside the business
  • C-Suite (CEO, CFO, CTO, CHRO)
  • Board of Directors (especially Audit & Risk Committees)
  • Business Unit Leadership Teams
  • Heads of Product, Technology, Operations, and HR
  • Legal & Compliance teams
Outside the business
  • Major strategic partners and vendors
  • Industry bodies and regulators
  • External consultants and advisors
  • Investors (indirectly, through board engagement)

9What you need before you start

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

  • Extensive experience (12-16+ years) leading complex, cross-functional business transformation programmes, ideally as a Principal Change Strategist or similar senior leadership role.
  • Proven track record of driving significant value realisation (£M+ impact) from transformation initiatives, with clear metrics and reporting to executive leadership.
  • Demonstrable experience building, leading, and mentoring large teams (20+ people) of change management professionals, including managers.
  • Deep expertise in at least two major change management methodologies (e.g., Prosci, Kotter) and their application at an enterprise scale.
  • Significant experience presenting to and influencing C-suite executives and Board members on strategic transformation topics.
  • A strong commercial acumen, with a clear understanding of P&L management and how change impacts business financials.

10What to practise next

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

Advanced Data Storytelling for Executives

The ability to present complex data on change readiness, adoption, and value realisation in a compelling, digestible way for time-poor executives is paramount. You'll need to move beyond dashboards to narrative-driven insights that drive action.

Executive Dashboard Design Principles · Narrative Structure for Data Presentations · Predictive Analytics for Change · Benchmarking & External Data Integration

  • This quarter: Identify 2-3 key transformation metrics you currently track; work with your data team to create a 'board-ready' narrative around them.
  • Next 6 months: Take an advanced course on data visualisation for executives (e.g., from Tableau or a specialist provider).
  • Next 12 months: Lead a project to integrate external industry benchmarks into your change reporting, showing how our adoption rates compare to peers.
  • Ongoing: Seek feedback from C-suite members on your data presentations—what worked, what didn't, what they wanted more of.

Quick win: For your next executive update, reduce the number of slides by 50% and focus on one key message per slide, supported by a single, clear visual. Force yourself to tell a story, not just present data.

Digital Adoption Platform (DAP) as a Strategic Lever

DAPs like WalkMe or Whatfix are no longer just training tools; they're strategic platforms for driving user behaviour and measuring digital proficiency at scale. As a Director, you'll need to see these as critical components of your transformation toolkit, not just something IT handles.

DAP ROI & Value Realisation · Enterprise DAP Governance & Standards · Behavioural Nudging & Gamification via DAP · DAP Data Analytics for User Friction Points

  • This quarter: Review the current usage and ROI of our existing DAP platforms; identify 2-3 areas where it could be used more strategically.
  • Next 6 months: Work with your team to develop a 'DAP Strategic Roadmap' for your business unit, outlining how it will support upcoming transformations.
  • Next 12 months: Lead a programme to integrate DAP data with our broader change readiness and adoption metrics, creating a holistic view of user proficiency.
  • Ongoing: Meet regularly with the IT/Product teams responsible for DAP to understand new features and strategic opportunities.

Quick win: For your next major system rollout, challenge your team to leverage the DAP to reduce formal training hours by 20%, shifting to in-app guidance as the primary learning method.

11Staying current once you are in

What people here do to keep up
  • Regularly attend executive leadership and transformation conferences (e.g., Gartner, Forrester, World Economic Forum) to stay abreast of industry trends and network with peers.
  • Participate in executive coaching programmes focused on strategic leadership, influence, and organisational change.
  • Contribute to industry thought leadership through articles, speaking engagements, or participation in professional bodies.
  • Actively mentor emerging leaders within the organisation, both within your team and across other business units.
  • Undertake continuous learning in areas like AI ethics, behavioural economics, and digital strategy to keep your knowledge current.

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-Driven Transformation & Ethical Governance

AI isn't just a tool; it's a fundamental shift in how businesses operate. As a Director, you'll need to guide your business unit through AI-enabled transformations, understanding not just the technical possibilities but also the profound ethical, cultural, and workforce impacts. Get this wrong, and you risk major reputational damage or regulatory fines.

  • AI Ethics & Responsible AI Frameworks
  • Workforce Reskilling & Augmentation Strategies
  • Data Governance for AI
  • Change Leadership for AI Adoption

Ecosystem Orchestration & Partner Transformation

Modern transformations rarely happen in a vacuum. You're increasingly working with a complex ecosystem of partners, vendors, and even customers. You'll need to extend your change management influence beyond your own organisation to ensure successful, integrated transformation across the entire value chain. This is about managing change across organisational boundaries.

  • Extended Enterprise Change Management
  • API-First Business Model Change
  • Joint Venture & Alliance Transformation
  • Supply Chain Resilience & Digitalisation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Prosci ADKAR® Model (Enterprise Application)
  • Kotter's 8-Step Process (Strategic Implementation)
  • Advanced Stakeholder Strategy & Governance
  • Change Impact Assessment (Portfolio Level)
  • Enterprise Communications & Engagement Strategy
  • Strategic Resistance Management & Mitigation

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 Change Strategist (L5)

    3-5 years as a Principal

    Skills to master

    • Mastering portfolio-level change strategy, building and leading a team of Change Managers, owning a significant P&L for a function, and consistently delivering value realisation for a business unit's transformation portfolio.

    You're ready to move on when

    • Consistently exceeds value realisation targets for their transformation portfolio.
    • Has successfully built and retained a high-performing team of change professionals.
    • Is regularly sought out by C-suite members for advice on strategic change initiatives.
    • Has demonstrated the ability to influence executive peers without direct authority.
    • Has a deep understanding of the business unit's P&L and strategic objectives.
  2. 2

    Head of Transformation (from another large organisation)

    Direct entry, depending on scale of previous role

    Skills to master

    • Rapidly understanding our specific business unit's culture, political landscape, and strategic priorities. Building credibility quickly with our C-suite and board. Translating external best practices into our context.

    You're ready to move on when

    • Proven track record of leading similar-scale transformations in comparable industries.
    • Strong network and references from previous executive leadership roles.
    • Demonstrated ability to quickly assimilate into a new organisational culture.
    • Clear understanding of our company's market position and strategic challenges.
  3. 3

    Senior Director, Management Consulting (specialising in Change)

    Direct entry, typically after 15+ years in consulting

    Skills to master

    • Transitioning from an advisory role to an executive operational role. Building and leading an internal team, rather than leveraging consulting resources. Owning the long-term sustainment of change, not just the project delivery.

    You're ready to move on when

    • Has led multiple large-scale change programmes for major clients.
    • Has experience managing large, complex project teams and budgets.
    • Demonstrates a desire and aptitude for long-term operational accountability.
    • Strong client relationship management skills, transferable to internal stakeholder management.

15Where this role leads

The long view: This role can lead to a chief transformation officer post, setting transformation strategy across a whole organisation. It can also lead to a chief operating officer role, taking on operational responsibility across the business.

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 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 Business Unit Head

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.

Lead Organisational Change Level 6

Applied to your work in Director, Business Transformation

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
  • Prosci ADKAR® Model (Enterprise Application)
  • Kotter's 8-Step Process (Strategic Implementation)
  • Advanced Stakeholder Strategy & Governance
  • Change Impact Assessment (Portfolio Level)
  • Enterprise Communications & Engagement Strategy
  • Strategic Resistance Management & Mitigation
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 is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Enterprise Change Management (L7)

    3-5 years as Director

    Move from business unit-specific transformation to defining enterprise-wide change capability, methodology, and governance. Direct C-suite reporting and board governance.

    • Enterprise change methodology design & implementation
    • Organisational change maturity model ownership
    • Strategic M&A integration (company-wide)
    • Regulatory advocacy for change best practices

  2. Chief Operating Officer (COO) or Business Unit Head

    5-8 years as Director

    Transition from leading transformation within a business unit to leading the entire business unit, with full P&L accountability and operational oversight.

    • Supply chain management (if applicable)
    • Sales & marketing strategy
    • Product lifecycle management
    • Enterprise risk management
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, at the Director level, your time is gold. You're not meant to be bogged down in the minutiae of report generation or sifting through endless survey data. This is where AI steps in. We're building an 'AI Productivity Hub' to help you delegate the tedious, repetitive tasks to intelligent tools, freeing you up for what truly matters: strategic thinking, executive influence, and driving real business value.

Imagine having a personal assistant that can instantly summarise board papers, analyse complex sentiment data from thousands of employees, or even draft the first version of a strategic communication. That's the power we're putting in your hands. This isn't about replacing people; it's about making our most senior leaders exponentially more effective, giving you back precious hours every week to focus on the big picture.

Executive Comms & Board Paper Drafting

Feed AI tools your strategic objectives, key messages, and relevant data. Get tailored first drafts of board presentations, executive summaries, and company-wide transformation announcements in minutes. You'll spend your time refining the message, not staring at a blank page.

Portfolio Sentiment & Risk Analysis

Upload thousands of open-ended comments from readiness assessments, employee surveys, and internal communication channels. AI can instantly categorise themes, identify sentiment trends, and flag emerging resistance hotspots across your entire transformation portfolio, giving you a real-time pulse check.

Strategic Scenario Modelling & Research

Use AI to rapidly research best practices, competitive landscapes, or regulatory changes impacting your transformation strategy. Model different scenarios for change adoption or resistance mitigation, getting data-backed insights much faster than traditional methods.

Stakeholder Engagement Plan Optimisation

Input your stakeholder mapping data and AI can suggest optimal communication channels, messaging strategies, and engagement tactics for different executive groups, ensuring your influence efforts are targeted and effective. It's like having a strategic comms consultant on demand.

Common questions

Common questions

How do you become a Director, Business Transformation?

Common routes in include Principal Change Strategist (3-5 years as a Principal), Head of Transformation (from another large organisation) (Direct entry, depending on scale of previous role) and Senior Director, Management Consulting (specialising in Change) (Direct entry, typically after 15+ years in consulting). Times vary with prior experience.

Where can a Director, Business Transformation progress to?

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

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

Increasingly, AI-Driven Transformation & Ethical Governance and Ecosystem Orchestration & Partner Transformation. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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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 business transformation carry across industries going through change, including technology, financial services, healthcare and manufacturing. This gives good mobility into other 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 free Emotional Intelligence 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.