UK

United Kingdom · Procurement · Director/VP (16-20 years)

Director of Contracting & Procurement

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports5-8 reports
  • Reports toChief Procurement Officer (CPO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Commercial Contracts · VP Contracts · Senior Director, Procurement Legal · Head of Procurement Operations

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

GQA Level 7 NVQ Diploma in Construction Senior Management GQA Qualifications Limited · Level 7 · covers 3 of 22 standards
Highfield Level 7 NVQ in Construction Senior Management (RQF) Highfield Qualifications · Level 7 · covers 2 of 22 standards
ProQual Awarding Body Level 7 Vocationally-Related Qualification in Construction Management ProQual Awarding Body · Level 7 · covers 1 of 22 standards
SFEDI Awards Level 5 Diploma in Manufacturing and Production Management (IoSCM) SFEDI Enterprises Ltd. T/A SFEDI Awards · Level 5 · covers 3 of 22 standards
Qualifications Scotland Level 6 NVQ Diploma in Construction Contracting Operations Management Qualifications Scotland · Level 6 · covers 1 of 22 standards

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

The units you would start with

Implement, monitor and control strategic procurement systems in construction management GQA Level 7 NVQ Diploma in Construction Senior Management
Contracting in the Procurement Environment SFEDI Awards Level 5 Diploma in Manufacturing and Production Management (IoSCM)
Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace NOCN Level 6 NVQ Diploma in Construction Contracting Operations Management (Construction)

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
Sustainability Fluency building care for people and planet into the work
Change Fluency taking people through change
Your Plan Illustration

Built for Director of Contracting & Procurement

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

  1. Implement, monitor and control strategic procurement systems in construction management GQA Qualifications Limited · covers 3 of 22 standards Level 7
  2. Contracting in the Procurement Environment SFEDI Enterprises Ltd. T/A SFEDI Awards · covers 3 of 22 standards Level 5
  3. Implementing strategic and integrated supply chain management and sourcing partnerships in the workplace NOCN · covers 2 of 22 standards Level 6
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 of Contracting & Procurement?

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

  • ESG & Sustainable Procurement Leadership
  • Digital Transformation & AI Strategy for Procurement
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 of Contracting & Procurement plan as you set up, starting with the free Growth Mindset module. No card.

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

3What this role really is

This role sets the strategy for buying everything from office supplies to critical software. It covers all commercial agreements and procurement processes, aiming for good value, sound risk management, and a commercial operation that runs smoothly, legally and cost-effectively.

4What you'd actually use

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

Icertis, SAP Ariba Contracts, Conga Expert

Strategic ownership. You'll lead platform selection, implementation, and design enterprise integrations (e.g., with ERP/CRM), defining the master data model for all contracts. You're not just a user; you're the architect.

Coupa, GEP SMART, Oracle Procurement Cloud Expert

Strategic architecture. You'll design the end-to-end procurement process, set spend policies, and use platform analytics for executive-level supplier strategy and board reporting.

SAP S/4HANA, Oracle NetSuite (ERP) Advanced

Strategic integration. You'll ensure seamless data flow between CLM and ERP, influence financial control design, and use ERP data to validate TCO models and drive strategic financial decisions.

ServiceNow GRC, OneTrust, Archer Expert

Strategic command. You'll define the third-party risk management framework, configure risk dashboards, and present consolidated contractual risk exposure to the C-suite and Board.

Tableau Server, Power BI Premium Advanced

Strategic consumption & direction. You'll define the key performance indicators (KPIs) for contracts and procurement, present insights to the C-suite, and ensure data integrity for all procurement-related reporting.

Diligent Boards, Nasdaq Boardvantage Intermediate

User proficiency. You'll upload and annotate reports on major contracts, litigation risks, and strategic supplier initiatives for board consumption, ensuring clear and concise communication.

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 Direction & Policy Setting No authority. Follows established policies. Proposes minor policy improvements within specific project scope. Designs and recommends new policies for specific workstreams, with Director approval.
High-Value Contract Negotiation & Approval No negotiation authority. Prepares drafts from templates. Negotiates standard terms within approved playbooks, escalates deviations. Independently negotiates moderately complex agreements, recommends final terms to Director.
Team & Resource Management Manages own time and tasks. Manages own project schedule, offers informal guidance to juniors. Mentors 0-2 junior team members, manages project resources within own workstream.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Enterprise Cost Reduction & Avoidance
This is the big one. How much real money are we saving or avoiding spending because of smart contracting and procurement strategies?
Target · Delivers >£10M in annualised value (cost savings & avoidance) across the business unit.

Negotiated a new SaaS contract that saved £2M over three years, and renegotiated an existing service agreement, avoiding a £1.5M price increase. That's £3.5M for the year.

Spend Under Management (SUM)
We want to make sure most of our third-party spend goes through proper channels, with contracts that you and your team have actually seen and approved. It's about control, really.
Target · Increases spend under formal contract management from 70% to 90% within 18 months.

Identified £5M of 'rogue spend' in Q2. By implementing a new policy and working with Finance, £4M of that was brought under contract management by Q4, increasing SUM by 5%.

Contractual Risk Score Reduction
Using our GRC tools, we track the overall risk profile of our contract portfolio. You're responsible for bringing that score down, meaning fewer nasty surprises.
Target · Reduces the company's overall contractual risk score by 15% year-on-year, as measured by our ServiceNow GRC platform.

Implemented new standard clauses for data privacy and cybersecurity across 80% of new vendor contracts, reducing the average risk rating of these agreements by 20%.

Strategic Negotiation Cycle Time
For our most important, high-value deals, how quickly can we get them from initial redline to a signed agreement? Speed matters, but not at the expense of quality.
Target · Reduces average redline-to-signature time for strategic deals (over £1M) by 25% within 12 months, without increasing risk exposure.

Streamlined the internal approval process for our top 20 vendors, cutting the average negotiation time for these critical agreements from 12 weeks to 9 weeks.

Board & C-Suite Confidence
Are you seen as a trusted advisor, someone the executive team and board proactively come to for commercial guidance, not just when there's a problem?
  • You're regularly invited to strategic planning meetings, your input is sought on major commercial decisions (e.g., M&A due diligence), and you present directly to the Board on contractual risk and value. They don't just 'inform' you
  • they 'consult' you.
Team Development & Retention
How well are you building, mentoring, and retaining a high-performing team of contracts and procurement professionals? Are they growing under your leadership?
  • High employee engagement scores within your team, low voluntary attrition, clear succession plans for key roles, and positive feedback from your direct reports about their professional growth and development opportunities.
Process Optimisation & Scalability
Have you genuinely improved our contracting and procurement processes, making them more efficient, transparent, and capable of handling future growth? Are we still doing things the old, clunky way?
  • Documented improvements in process efficiency (e.g., reduced manual steps, increased automation), positive feedback from internal business units on ease of working with your team, and successful implementation of new CLM or S2P modules that actually get adopted.

7Would you like it

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

What people enjoy
Strategic Impact & Business Transformation

You'll thrive on seeing your policies and strategies directly influence the company's bottom line and operational efficiency. This means leading initiatives that genuinely change how we operate, not just tweaking existing processes.

Successfully launching a new CLM system that cuts contract approval times by 30% and provides real-time risk dashboards to the C-suite.

Building & Mentoring High-Performing Teams

You get a real kick out of developing your direct reports, seeing them grow into strong leaders, and fostering a culture of commercial excellence. It's about empowering your team to deliver exceptional results.

One of your Lead Contracts Managers gets promoted to Principal, directly attributing their growth to your mentorship and the opportunities you provided.

Solving Complex Commercial & Legal Puzzles

You're energised by tackling multi-faceted problems that involve legal, financial, and operational considerations. These are the knotty issues that require deep thought and creative solutions, often with high stakes.

Successfully navigating a complex multi-party negotiation involving IP rights, data security, and international regulatory compliance, resulting in a favourable outcome for the company.

What frustrates people
  • The business stakeholder who forwards a vendor's 60-page MSA at 4 PM on a Friday with the subject line 'Urgent - need this signed by EOD!' and expects miracles.
  • Being perceived as the 'Department of No' or a bureaucratic bottleneck when you're actually protecting the company from significant financial and legal risk.
  • Discovering a multi-million pound software tool was purchased on a credit card and 'signed' via a click-through agreement by someone with no authority, meaning you have to clean up the mess.
  • The endless political battle of convincing powerful executives to follow the procurement process they publicly endorsed, only to find them circumventing it.
  • Vendors' sales teams intentionally trying to circumvent the contracts team to negotiate 'friendly' (read: risky) terms directly with the business unit, forcing you to step in.
  • Having to explain for the hundredth time why 'unlimited liability' for a minor data breach is an unacceptable risk for the company to take on, even if 'everyone else does it'.
  • The CLM system sending you 25 automated notification emails before 9 AM about contracts you aren't even working on, creating inbox noise.
What this role does not give you
  • A purely legal role: You're a commercial leader first, legal expert second. You won't be litigating cases or providing general legal advice.
  • A quiet, predictable routine: Expect urgent requests, shifting priorities, and constant negotiation.
  • Complete autonomy without accountability: You have significant authority, but with that comes immense responsibility and scrutiny from the C-suite and Board.
  • A role where you only focus on one type of contract: You'll be dealing with everything from complex software licenses to multi-year service agreements.

8Who you work with

This role directly shapes the company's financial health by driving significant cost savings and avoidance, and critically, it safeguards our legal and commercial standing. You'll be setting the standards for how we interact with all our third parties, influencing everything from product development timelines (through vendor agreements) to our overall market reputation. Your decisions impact our P&L by £2M-£10M+ annually, and you'll be instrumental in protecting us from major contractual liabilities that could easily run into the tens of millions.

Inside the business
  • C-Suite (CEO, CFO, COO, CLO)
  • Legal & Compliance leadership
  • Heads of Business Units (e.g., Head of Product, Head of Sales)
  • Finance leadership (Controllers, Treasury)
  • Internal Audit Committee
Outside the business
  • Strategic suppliers and key vendor executives
  • External legal counsel
  • Industry bodies and regulatory authorities
  • Auditors and compliance consultants

9What you need before you start

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

  • Mastery of all competencies expected of a Principal Contracts Manager (Level 5), including managing a team of contracts professionals and owning a significant category or function.
  • A proven track record of successfully leading complex, high-value negotiations (e.g., £500K-£2M deals) from start to finish.
  • Demonstrated experience in designing and implementing procurement processes and policies across an organisation.
  • Deep understanding of commercial law principles and their practical application in a business context.
  • Experience presenting complex commercial and risk information to senior leadership (VP/SVP level).

10What to practise next

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

Integrated CLM/S2P/ERP Architecture

Siloed systems are a nightmare. The future demands seamless data flow and process integration across our contract lifecycle management, source-to-pay, and enterprise resource planning platforms. You'll need to understand the architectural implications and drive this integration.

API Integration Strategies · Master Data Management (MDM) · Workflow Orchestration · Data Lake & Analytics Integration

  • This month: Schedule deep-dive sessions with our IT architects responsible for our ERP and CLM systems.
  • Next quarter: Map out the current data flows between our key procurement systems, identifying gaps and inefficiencies.
  • Month 3-6: Develop a proposal for improving one critical integration point, outlining the business case and technical requirements.
  • Month 6-12: Lead a cross-functional project to implement a new data governance framework for procurement data.

Quick win: Identify one key data field (e.g., 'contract value') that is inconsistent across two systems and figure out why. That's usually the start of a bigger problem.

Predictive Analytics & Scenario Modelling for Contracts

Moving beyond historical reporting, you'll use data and AI to predict future risks, negotiation outcomes, and supplier performance. This allows for proactive strategic intervention rather than reactive problem-solving.

Machine Learning for Risk Scoring · Negotiation Outcome Prediction · Supplier Performance Forecasting · Scenario Planning & Simulation

  • This month: Research leading vendors in predictive analytics for procurement and contracts.
  • Next quarter: Work with your BI team to identify a dataset (e.g., past contract performance) that could be used for a predictive pilot.
  • Month 3-6: Define a clear business question that predictive analytics could answer (e.g., 'Which contracts are most likely to auto-renew without value?').
  • Month 6-12: Oversee a pilot project to build a simple predictive model for contract risk or renewal optimisation.

Quick win: Start by tracking key variables for your next 5-10 major negotiations (e.g., number of redlines, time to close, key concessions). This data will be invaluable for future predictive work.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences (e.g., World Commerce & Contracting, CIPS Annual Conference) to stay abreast of emerging trends and network with peers.
  • Participate in executive leadership programmes focused on commercial strategy, negotiation, or change management.
  • Engage with legal and procurement thought leaders through webinars, publications, and professional associations.
  • Seek out opportunities to mentor junior professionals, as teaching often solidifies 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.

ESG & Sustainable Procurement Leadership

This isn't just a 'nice to have' anymore; it's a critical business imperative driven by regulatory pressure, investor expectations, and customer demand. Companies are being held accountable for their entire supply chain's environmental, social, and governance (ESG) impact. Your contracts will be key to enforcing this.

  • Supply Chain Due Diligence
  • ESG Clause Integration
  • Circular Economy Principles
  • Supplier Diversity & Inclusion

Digital Transformation & AI Strategy for Procurement

While your team will use AI tools, your role is to define the strategy for how AI and other digital tools transform the entire procurement lifecycle. This means moving beyond tactical use to truly re-imagining processes and capabilities. If you don't lead this, someone else will, and you'll be playing catch-up.

  • Procurement Process Re-engineering
  • AI Governance & Ethics
  • Blockchain for Supply Chain Traceability
  • Data-Driven Decision Orchestration

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Strategic Sourcing & Category Management
  • Contract Law & Commercial Risk Mitigation
  • Total Cost of Ownership (TCO) Modelling
  • Supplier Relationship Management (SRM)
  • Principled Negotiation (Harvard Method)
  • Procurement Governance & Control

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 Contracts Manager / Manager, Strategic Sourcing (Level 5)

    3-5 years at Level 5

    Skills to master

    • You'd need to have truly owned a significant function or major category, managed a team of managers, and demonstrated clear strategic impact. Proving you can operate at a strategic level, not just a tactical one, is key.

    You're ready to move on when

    • Successfully led a major procurement transformation initiative.
    • Consistently delivered multi-million pound cost savings or risk mitigation.
    • Built and retained a high-performing team with clear succession plans.
    • Regularly presented to and influenced SVP-level stakeholders.
  2. 2

    Head of Procurement Operations / Head of Category Management (from another company)

    5-8 years in a similar leadership role

    Skills to master

    • Bringing in experience from a similar industry or a company of comparable scale means you've already grappled with similar challenges. We'd look for demonstrable experience in scaling procurement functions and managing complex commercial relationships.

    You're ready to move on when

    • Managed a procurement budget of similar scale and complexity.
    • Successfully integrated procurement functions post-M&A.
    • Implemented new procurement technologies and driven adoption.
    • Strong external network and reputation in the procurement space.
  3. 3

    Senior Commercial Counsel / Associate General Counsel (with strong commercial focus)

    5-7 years in a commercial legal leadership role

    Skills to master

    • You'd need to have moved beyond purely legal advice to a more commercial, business-enabling mindset. This means a strong understanding of procurement processes, financial implications of contracts, and a willingness to lead a non-legal team.

    You're ready to move on when

    • Led commercial negotiations for high-value, strategic deals.
    • Advised business units on commercial strategy, not just legal risk.
    • Managed legal aspects of procurement and vendor relationships.
    • Demonstrated leadership capabilities beyond a purely legal team.

15Where this role leads

The long view: This role can lead further up the procurement ladder, or into broader commercial or operational leadership.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Contracting & Procurement is actually changing.

Where it leads

Roles this leads to

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

  • Chief Commercial Officer (CCO) / Chief Operating Officer (COO)

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 Implement, monitor and control strategic procurement systems in construction management, worked against Director of Contracting & Procurement.

Implement, monitor and control strategic procurement systems in construction management Level 7

Applied to your work in Director of Contracting & Procurement

The objective of this unit is to enable learners to implement, monitor, and control strategic procurement systems in construction management, ensuring value for money and compliance with organisational policies. Learners will be able to agree and implement systems with suppliers and service providers, establishing clear performance expectations and monitoring mechanisms, while also understanding the principles of effective supplier relationship management and contract administration.

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 of Contracting & Procurement
  • Strategic Sourcing & Category Management
  • Contract Law & Commercial Risk Mitigation
  • Total Cost of Ownership (TCO) Modelling
  • Supplier Relationship Management (SRM)
  • Principled Negotiation (Harvard Method)
  • Procurement Governance & Control
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 of Contracting & Procurement is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Procurement Officer (CPO) (Level 7)

    3-5 years in the Director role

    This is the natural next step, moving from leading a business unit function to owning the entire enterprise-wide procurement and contracting strategy, with direct accountability to the CEO and Board.

    • Global supply chain optimisation
    • M&A integration at an enterprise level
    • Advanced risk management frameworks (e.g., geopolitical, cyber)
    • Industry thought leadership and external representation

  2. Chief Commercial Officer (CCO) / Chief Operating Officer (COO)

    4-7 years in the Director role

    This pathway involves broadening your scope beyond just procurement to encompass broader commercial strategy, sales operations, or overall operational efficiency across the business. It's a significant jump in overall business accountability.

    • Go-to-market strategy development
    • Sales forecasting and pipeline management
    • Customer success and retention strategies
    • Manufacturing/Service delivery operations management
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, you're already swamped. Imagine reclaiming a significant chunk of your week, not by working less, but by working smarter. AI isn't just for junior analysts anymore; it's a game-changer for senior leaders like you, especially in contracts and procurement.

As a Director, your time is gold. You're thinking strategy, managing teams, and dealing with high-stakes negotiations. The last thing you need is to get bogged down in manual reviews or chasing data. Our AI tools are designed to take the grunt work off your plate, giving you back precious hours to focus on what truly matters: driving value and mitigating risk for the business.

Automated Clause Review & Playbook Checks

Imagine uploading a 60-page vendor contract and having AI flag all high-risk, non-standard, or missing clauses in seconds. It compares terms against your enterprise legal playbook, suggests fallback positions, and even highlights where a vendor's paper deviates from your preferred language. You'll spend minutes validating, not hours reviewing.

Proactive Risk & Obligation Discovery

AI can analyse your entire executed contract portfolio – thousands of agreements – to identify and dashboard hidden risks. Think upcoming auto-renewals for critical software, conflicting termination clauses across different agreements, or uncapped liabilities lurking in old contracts. It extracts and tracks key obligations (e.g., reporting requirements, security audits), preventing costly 'gotcha' moments and ensuring compliance at scale.

Generative First-Drafting (SOWs & Amendments)

Instead of starting from a blank template or relying on your team for every routine document, you provide key inputs: 'Draft an SOW for a Q3 marketing campaign with Vendor X, budget £50K, deliverables A, B, C.' The AI generates a complete, context-aware first draft for your team to review and refine. This drastically reduces the administrative burden for your managers and frees them up for more strategic work.

Contract Intelligence & Strategic Analytics

Need to know 'Which of our IT contracts are up for renewal in the next 180 days with a liability cap under £1M?' or 'Show me our average payment terms for software vendors in the US vs. UK?' AI provides instant answers to complex strategic questions without running manual reports or wrangling data from multiple systems. This gives you real-time insights for board reporting and strategic decision-making.

Common questions

Common questions

How do you become a Director of Contracting & Procurement?

Common routes in include Principal Contracts Manager / Manager, Strategic Sourcing (3-5 years at Level 5), Head of Procurement Operations / Head of Category Management (from another company) (5-8 years in a similar leadership role) and Senior Commercial Counsel / Associate General Counsel (with strong commercial focus) (5-7 years in a commercial legal leadership role). Times vary with prior experience.

Where can a Director of Contracting & Procurement progress to?

This role can lead on to Chief Procurement Officer (CPO) (3-5 years in the Director role) and Chief Commercial Officer (CCO) / Chief Operating Officer (COO) (4-7 years in the Director role), depending on the skills you build.

What new skills matter most for a Director of Contracting & Procurement?

Increasingly, ESG & Sustainable Procurement Leadership and Digital Transformation & AI Strategy for Procurement. 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 procurement

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

Skills in strategic contracting, procurement governance and commercial risk management transfer well. Similar director or executive roles exist in other technology companies, financial services, manufacturing and large public sector organisations. The core principles of sound commercial management apply across 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 Growth Mindset 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.