United Kingdom · Corporate Strategy · C-Suite Executive (20+ years)

VP, Global Strategy & Corporate Development

Here is the whole job, in plain words. What it is, a real day, 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.

Experience bandC-Suite Executive (20+ years)
Direct reports3-5 reports
Reports toChief Executive Officer (CEO)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief Business Development Officer · Head of International Expansion · EVP Corporate Strategy

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

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1What this role really is

This isn't just a job; it's about shaping the entire company's future on a global scale. You'll be the one sketching out our next big international move, figuring out where we go next, and how we get there. Think of it as being the chief architect for our global footprint, making sure we're not just growing, but growing smartly and sustainably across continents.

2What you'd actually use

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

Salesforce (Sales Cloud, Einstein Analytics)Strategic

Governing the global CRM data strategy, ensuring it provides accurate, real-time insights into our international pipeline and market opportunities, and approving integrations with other strategic platforms.

S&P Capital IQ, PitchBook, Euromonitor, GlobalDataStrategic

Selecting and managing vendor relationships for market intelligence platforms based on long-term strategic needs, and using aggregated insights for high-level market scanning and competitive analysis.

Excel (Power Query, VBA, advanced charting), Power BIStrategic

Auditing and stress-testing complex financial models from the team, using Power BI for executive-level interactive market maps and strategic dashboards presented to the Board.

Intralinks, DealRoom, Ansarada (Virtual Data Rooms)Strategic

Defining the due diligence scope and framework for major acquisitions, making final calls on red flags identified in the VDR, and ensuring robust data security protocols.

Confluence, Asana, MS TeamsStrategic

Implementing collaboration standards across the global corporate development team, using these tools to monitor progress on strategic initiatives, and reporting high-level updates to executive leadership.

Anaplan, PigmentAdvanced/Architect

Designing and building strategic models for multi-year global expansion planning, resource allocation across business units, and long-term financial forecasting presented to the Board.

Diligent Boards, Nasdaq BoardvantageIntermediate

Preparing, reviewing, and uploading critical board materials for global strategy discussions, ensuring compliance with governance protocols and secure information sharing.

3What 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 choice	Coming in	Where you are now	The step above
Global Market Entry Strategy	N/A	N/A	N/A
M&A Target Identification & Prioritisation	N/A	N/A	N/A
Capital Allocation for International Initiatives	N/A	N/A	N/A
Organisational Design & Senior Hiring within Global Strategy	N/A	N/A	N/A
Board Reporting & Investor Communications on Global Strategy	N/A	N/A	N/A

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

International Revenue Contribution

The percentage of total company revenue generated from new international markets or acquired entities under your strategy.

Target · International expansion contributes 15%+ of the company's total annual revenue growth, year-on-year.

If total company revenue grew by £100M, and £18M of that came from markets or acquisitions you spearheaded, you'd be hitting 18% contribution.

Portfolio Return on Investment (ROI)

The financial return on capital invested in new market entries, strategic partnerships, and acquisitions over a 3-5 year horizon.

Target · Achieve a 3-year ROI of >20% on capital invested in new market entries and acquisitions, on average across the portfolio.

If we invested £50M in new markets over three years, we'd expect to see at least £60M in cumulative profit (or equivalent strategic value) generated from those initiatives.

Strategic Deal Pipeline & Conversion

The health and progression of our global M&A and strategic partnership pipeline, from initial screening to definitive agreement.

Target · Maintain a robust pipeline of 5-8 strategic deals (M&A or major partnerships) at various stages, with a 20%+ conversion rate from LOI to close for high-priority targets.

Successfully moving 2 out of 10 LOI-stage deals to definitive agreements in a given year, ensuring those deals align with our long-term vision.

Global Team Leadership & Development

The ability to build, retain, and develop a high-calibre global corporate development and strategy team.

Target · Maintain team attrition rate below 10% for direct reports and ensure at least 2 individuals are ready for promotion to the next level annually.

Your Directors feel supported and challenged, leading to low turnover and a clear path for them to step up into bigger roles.

Board Confidence & Strategic Influence

How much the Board and CEO trust your strategic recommendations and rely on your insights for major global decisions.

You're proactively consulted on major strategic shifts, your presentations to the Board are concise and actionable, and your recommendations are typically adopted. Board members seek your opinion directly on global market dynamics.

Market Reputation & Thought Leadership

Our company's standing in the global M&A and strategic partnership landscape, and your personal reputation as a leader in international strategy.

Industry leaders, investment banks, and potential partners actively seek us out for deals. You're invited to speak at major industry conferences on global expansion. Our M&A activity is seen as smart and well-executed by the market.

Organisational Alignment & Buy-in

Your ability to get various executive teams (Product, Sales, Legal, Finance) globally aligned and enthusiastic about complex international initiatives.

Major international projects launch smoothly with strong cross-functional support. Internal resistance to new market entries is minimal because you've built a compelling case and addressed concerns proactively. Regional leaders feel heard and supported by your global strategy.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Shaping Global Impact

You'll spend your days crafting strategies that literally determine where our company operates globally, influencing thousands of jobs and millions in revenue. This isn't about incremental change; it's about market-shaping moves.

Seeing a new market entry you championed go from a concept on a whiteboard to a thriving business unit generating significant profit.

Navigating Complexity & Geopolitics

You thrive on solving multi-faceted problems that involve international law, cultural nuances, and high-stakes financial decisions. The more complex the global puzzle, the more engaged you are.

Successfully structuring a joint venture in a politically sensitive region, balancing local requirements with global corporate governance.

Building High-Performing Global Teams

A significant part of your role is mentoring and empowering your Directors and their teams across different geographies, ensuring we have the best talent executing our global vision.

Seeing one of your direct reports successfully lead a major acquisition from start to finish, knowing you've helped them grow into that capability.

What frustrates people

Board-level resistance to long-term, high-risk, high-reward international bets, especially when short-term results are prioritised.
The 'Hurry Up and Wait' Cycle, but at an executive level: weeks of intense negotiation, followed by months of silence due to governmental approvals or partner internal politics.
Dealing with 'HQ Myopia' from other executive functions who don't grasp the unique complexities of operating in diverse international markets.
The constant pressure of time zone differences, leading to a relentless schedule of early morning and late night calls with global teams and partners.
Being the ultimate 'scapegoat' when a major international strategy or acquisition underperforms, even if external factors were largely to blame.

What this role does not give you

A predictable 9-to-5 schedule or a clear end to the workday.
The luxury of working on only a few, perfectly defined projects at a time.
The ability to avoid high-pressure, public-facing situations (e.g., investor calls, board meetings).
A role where you can always be 'hands-on' with every detail of a deal or market entry.

6Who you work with

This role is absolutely critical to our long-term success. You'll directly shape the company's enterprise strategy, driving significant revenue growth and market share through international expansion and strategic acquisitions. Your decisions will influence capital allocation, organisational design, and our overall competitive stance on a global stage. Frankly, you're responsible for ensuring we're playing to win in every major market, not just surviving.

Inside the business

CEO and Executive Leadership Team
Board of Directors
CFO and Finance Leadership
General Counsel and Legal Team
Regional Presidents / GMs

Outside the business

Investors and Analysts
Target Company CEOs and Boards
Government Regulators and Trade Bodies
Investment Banks and M&A Advisors
Major Strategic Partners

7What you need before you start

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

Proven track record of 15+ years in senior leadership roles within corporate development, M&A, or international strategy for a global organisation, or equivalent experience in top-tier investment banking/management consulting.
Demonstrable experience leading and closing multi-million or billion-pound international deals (M&A, JVs, strategic alliances) from inception to integration.
Extensive experience presenting to and influencing Boards of Directors, C-suite executives, and external investors on complex strategic initiatives.
A deep understanding of global market dynamics, geopolitical risks, and diverse cultural business environments.
Experience building and leading high-performing, geographically dispersed teams of senior professionals.

8What to practise next

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

Advanced AI/ML Governance & Integration

As AI becomes embedded in every aspect of our business, you'll need to understand how to govern its use, ensure data integrity for strategic models, and integrate AI-powered insights across our enterprise systems. This isn't just an IT problem; it's a strategic imperative for competitive advantage.

Data Lineage for AI Models · Model Interpretability & Explainability (XAI) · AI Risk Frameworks for Corporate Development · Cloud-Native AI Architectures

This quarter: Meet with our CTO and Head of Data Science to understand our current AI infrastructure and governance policies.
Next 6 months: Participate in an executive-level workshop on AI governance and ethical AI in business.
Next 12 months: Challenge your team to propose how AI could be integrated into at least one major strategic planning process, focusing on the governance aspects.
Ongoing: Stay informed on industry best practices for AI adoption and risk management through executive briefings and industry reports.

Quick win: Ask your team to document the data sources and assumptions for any AI tools they're using for market analysis. This starts building a culture of transparency and governance.

9Staying current once you are in

What people here do to keep up

Regular participation in C-suite level industry forums and global economic summits (e.g., World Economic Forum).
Engaging with geopolitical think tanks and subscribing to high-level intelligence briefings on international affairs.
Mentoring rising talent within the corporate development and strategy functions, both internally and externally.
Publishing thought leadership pieces on global strategy, M&A trends, or emerging markets in reputable business publications.
Continuous learning in advanced AI applications for strategic decision-making and risk management.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: AI-Driven Geopolitical & Market Foresight

Traditional market analysis can't keep pace with the speed of global events. Competitors are already using AI to predict geopolitical shifts, anticipate regulatory changes, and identify emerging market opportunities with unprecedented accuracy. If we're not doing this, we're falling behind.

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

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 Geopolitical & Market Foresight

Traditional market analysis can't keep pace with the speed of global events. Competitors are already using AI to predict geopolitical shifts, anticipate regulatory changes, and identify emerging market opportunities with unprecedented accuracy. If we're not doing this, we're falling behind.

Predictive Analytics for Global Risk
Sentiment Analysis of Global Media
Agent-Based Simulation for Market Entry
Ethical AI in Strategic Decision-Making

What you’ll use

Skills this role draws on

Technical

Market Entry Strategy & Analysis (Enterprise Level)
Financial Modeling & Valuation (Strategic Oversight)
Commercial Due Diligence (CDD) Leadership
Partnership & Deal Structuring (Complex Global)
Cross-Border Negotiation (Executive Level)
Go-to-Market (GTM) Planning Oversight

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
Director, International Business Development (L6)
3-5 years at L6
Skills to master
- Leading a major geographic theatre's Biz Dev function, managing a large team and budget, driving significant P&L impact, and presenting to the C-suite regularly.
You're ready to move on when
- Consistently exceeding strategic growth targets for your region.
- Successfully mentoring and promoting multiple direct reports.
- Demonstrating exceptional strategic foresight and risk management in complex international scenarios.
- Being seen as a trusted advisor by the CEO and Board on your regional expertise.
2
Partner/Principal at a Top-Tier Management Consultancy (focused on M&A/Strategy)
5-8 years at Partner/Principal level
Skills to master
- Leading large-scale strategic engagements for global clients, driving M&A strategy, developing market entry plans, and managing complex client relationships at the C-suite level.
You're ready to move on when
- A strong book of business and a reputation for delivering transformative strategic outcomes.
- Extensive experience advising multiple global companies on M&A and international expansion.
- Demonstrated ability to build and lead high-performing consulting teams.
- A comprehensive understanding of diverse industry sectors and global market dynamics.
3
Managing Director at a Global Investment Bank (M&A Advisory)
5-8 years at Managing Director level
Skills to master
- Originating and executing multi-billion-pound M&A transactions, managing complex deal teams, deep financial modelling and valuation expertise, and extensive C-suite client relationships.
You're ready to move on when
- A proven track record of closing significant, complex cross-border M&A deals.
- Exceptional financial acumen and a deep understanding of capital markets.
- A robust network of C-suite and private equity relationships globally.
- Strong leadership skills in managing deal teams under intense pressure.

11Where this role leads

The long view:Ultimately, this role is a launchpad for the highest levels of corporate leadership. It's about building a legacy of global impact and becoming a recognised leader in the international business community. If you're ready for that challenge, then let's talk.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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 VP, Global Strategy & Corporate Development is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Develop and Review a Vision for an Enterprise VentureLevel 7

Applied to your work in VP, Global Strategy & Corporate Development

By completing this unit, learners will be able to develop and review a vision for an enterprise venture. This includes achieving buy-in, identifying options, assessing organisational capacity, and evaluating performance impact.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in VP, Global Strategy & Corporate Development

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

International Revenue ContributionThe percentage of total company revenue generated from new international markets or acquired entities under your strategy.If total company revenue grew by £100M, and £18M of that came from markets or acquisitions you spearheaded, you'd be hitting 18% contribution.International expansion contributes 15%+ of the company's total annual revenue growth, year-on-year.
Portfolio Return on Investment (ROI)The financial return on capital invested in new market entries, strategic partnerships, and acquisitions over a 3-5 year horizon.If we invested £50M in new markets over three years, we'd expect to see at least £60M in cumulative profit (or equivalent strategic value) generated from those initiatives.Achieve a 3-year ROI of >20% on capital invested in new market entries and acquisitions, on average across the portfolio.
Strategic Deal Pipeline & ConversionThe health and progression of our global M&A and strategic partnership pipeline, from initial screening to definitive agreement.Successfully moving 2 out of 10 LOI-stage deals to definitive agreements in a given year, ensuring those deals align with our long-term vision.Maintain a robust pipeline of 5-8 strategic deals (M&A or major partnerships) at various stages, with a 20%+ conversion rate from LOI to close for high-priority targets.
Global Team Leadership & DevelopmentThe ability to build, retain, and develop a high-calibre global corporate development and strategy team.Your Directors feel supported and challenged, leading to low turnover and a clear path for them to step up into bigger roles.Maintain team attrition rate below 10% for direct reports and ensure at least 2 individuals are ready for promotion to the next level annually.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From VP, Global Strategy & Corporate Development to Chief Executive Officer (CEO), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ Chief Executive Officer (CEO)→ your design

Where this takes you

Ultimately, this role is a launchpad for the highest levels of corporate leadership. It's about building a legacy of global impact and becoming a recognised leader in the international business community. If you're ready for that challenge, then let's talk.

See Your Progress GrowIllustration

VP, Global Strategy & Corporate Development

Market Entry Strategy & Analysis (Enterprise Level)
Financial Modeling & Valuation (Strategic Oversight)
Commercial Due Diligence (CDD) Leadership
Partnership & Deal Structuring (Complex Global)
Cross-Border Negotiation (Executive Level)
Go-to-Market (GTM) Planning Oversight

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.

14The 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

VP, Global Strategy & Corporate Development is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Executive Officer (CEO)
3-7 years in role
Enterprise Leadership
- Holistic business unit oversight (Product, Sales, Marketing, Operations).
- Capital raising and market engagement at the highest level.
- Crisis management and public relations for the entire enterprise.
Board Member / Non-Executive Director (NED)
2-5 years in role (often concurrent)
Governance & Oversight
- Evaluating executive performance and succession planning.
- Providing independent strategic advice and counsel.
- Representing shareholder interests and ensuring ethical conduct.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the C-suite level, your time is your most valuable asset. AI isn't here to replace your strategic mind, but to augment it, giving you superpowers in global market intelligence, risk assessment, and decision-making. Imagine cutting through noise and getting to the core insights faster, allowing you to focus on the big, impactful moves.

For a VP of Global Strategy & Corporate Development, AI becomes your personal strategic co-pilot. It helps you process vast amounts of global data, identify subtle market shifts, and even draft initial strategic briefs, freeing you up for high-level negotiations, Board presentations, and truly innovative thinking. It's about making your strategic brain even sharper.

Automated Global Market Screening

Use advanced AI agents to continuously scan global news feeds, regulatory updates, economic reports, and competitor moves. It'll flag emerging markets, geopolitical risks, or potential acquisition targets that fit your pre-defined strategic criteria, often before human analysts even spot them. This means proactive, not reactive, strategy.

AI-Powered Strategic Due Diligence

Deploy NLP and machine learning tools to rapidly analyse thousands of documents—legal, financial, operational—in virtual data rooms. The AI can identify non-standard clauses, hidden risks, and inconsistencies across contracts, saving weeks of manual review time for your legal and finance teams. You'll get a faster, more comprehensive risk profile for any target.

Cultural & Geopolitical Briefings on Demand

Before a critical meeting with a new international partner or government official, use an LLM to generate a comprehensive 'pre-brief'. This will summarise their background, recent company news, and crucial local business etiquette, negotiation styles, and geopolitical sensitivities. You'll walk in fully prepared, every time.

Multi-Lingual Board & Investor Communications

Draft a complex strategic proposal or investor update in English, then use advanced AI translation to create near-perfect, culturally appropriate versions in multiple languages. The AI can also summarise foreign language responses into English, highlighting key points of agreement or contention for rapid executive review. This streamlines global communication at the highest level.

Common questions

How do you become a VP, Global Strategy & Corporate Development?

Common routes in include Director, International Business Development (L6) (3-5 years at L6), Partner/Principal at a Top-Tier Management Consultancy (focused on M&A/Strategy) (5-8 years at Partner/Principal level) and Managing Director at a Global Investment Bank (M&A Advisory) (5-8 years at Managing Director level). Times vary with prior experience.

Where can a VP, Global Strategy & Corporate Development progress to?

This role can lead on to Chief Executive Officer (CEO) (3-7 years in role) and Board Member / Non-Executive Director (NED) (2-5 years in role (often concurrent)), depending on the skills you build.

What level is a VP, Global Strategy & Corporate Development in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a VP, Global Strategy & Corporate Development?

Increasingly, AI-Driven Geopolitical & Market Foresight. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows a VP, Global Strategy & Corporate Development, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 1 national skill standard. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a VP, Global Strategy & Corporate Development: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan of nine units, ninety credits, each one an Ofqual-regulated unit the learner can tick or untick before starting. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where 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.

Other roles in Corporate Strategy

Stay in the field you know and move sideways rather than up.

If you leave this industry

Your deep understanding of global markets, M&A, and corporate strategy is highly transferable. You could move into leadership roles in other high-growth technology sectors, FinTech, or even into private equity or venture capital. Your experience shaping the future of a global company makes you a valuable asset almost anywhere.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.

VP, Global Strategy & Corporate Development

What's rising in its place

AI-Driven Geopolitical & Market Foresight

Skills this role draws on

Technical

How you actually get there, here

Director, International Business Development (L6)

Partner/Principal at a Top-Tier Management Consultancy (focused on M&A/Strategy)

Managing Director at a Global Investment Bank (M&A Advisory)

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

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

Ultimately, this role is a launchpad for the highest levels of corporate leadership. It's about building a legacy of global impact and becoming a recognised leader in the international business community. If you're ready for that challenge, then let's talk.

Everything else the record holds

The career path, and where it branches

Chief Executive Officer (CEO)

Board Member / Non-Executive Director (NED)

Where AI is starting to help

Automated Global Market Screening

AI-Powered Strategic Due Diligence

Cultural & Geopolitical Briefings on Demand

Multi-Lingual Board & Investor Communications

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.