UK

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

Director, Corporate Strategy & Roadmapping

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 bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP, Strategy & Corporate Development
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Strategic Planning · Head of Portfolio Strategy · Director of Business Unit Strategy

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

Start with a free Future Fluency check, tuned to Director, Corporate Strategy & Roadmapping

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

Start the check, free

1What this role really is

This isn't just about managing a roadmap; it's about owning the strategic direction and long-term outcomes for a significant business unit. You'll be the architect of how we win in the market, translating high-level vision into actionable, multi-year plans that genuinely move the needle. Think of yourself as the conductor of a very complex, high-stakes orchestra.

2What you'd actually use

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

Planview / WorkfrontAdvanced

You won't be a daily power user, but you'll understand the platform's full capabilities to make strategic purchasing and integration decisions. You'll consume executive dashboards, interrogate data, and hold your team accountable for data integrity and reporting.

Miro / MuralAdvanced

You'll champion the use of these tools for executive alignment sessions and high-level strategic workshops. You'll review outputs from your team's workshops to synthesise key strategic themes and drive decisions.

Tableau Server / Power BI PremiumAdvanced

You'll define the key KPIs the business unit should track, rigorously consume and interrogate dashboards, and question the data's integrity and underlying assumptions before presenting to the C-Suite.

PowerPoint (with think-cell)Expert

You'll deliver high-stakes presentations to the Board and executive team. Your focus is entirely on the narrative, strategic implications, and persuasive delivery, not on slide creation (though you'll guide your team on this).

Anaplan / Pigment / Diligent BoardsIntermediate

You'll understand how the strategic roadmap connects to the financial plan in Anaplan/Pigment. You'll regularly review board packs prepared in Diligent, ensuring strategic alignment and accuracy for Board consumption.

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 choiceComing inWhere you are nowThe step above
Strategic Investment ApprovalN/AN/ARecommends investments up to £50K, requires Director approval.
Business Unit Strategic DirectionN/AN/AProposes strategic options for a workstream, requires Lead approval.
Organisational Design & Hiring (within function)N/AN/AProvides input on team structure, interviews candidates.

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.

Business Unit Revenue Growth
The year-on-year revenue increase for the business unit you oversee, directly attributable to strategic initiatives you've championed.
Target · Achieve 10-15% YoY revenue growth for the assigned business unit.

If the business unit generated £50M last year, your strategic roadmap should aim for £55M-£57.5M this year, with clear links between initiatives and revenue streams.

Market Share Expansion
The percentage increase in our market share within key segments relevant to your business unit's strategic focus.
Target · Increase market share by 2-3 percentage points in target segments over an 18-month period.

Moving from 12% to 14% market share in the 'Enterprise FinTech Solutions' segment, backed by specific product launches and market entry strategies you've driven.

Strategic Initiative ROI (Return on Investment)
The financial return generated by the major strategic programmes and investments you've prioritised and guided.
Target · Deliver an average ROI of 1.5x on strategic investments within 24 months of launch.

A £5M investment in a new platform capability (part of your roadmap) generating £7.5M in new revenue or cost savings within two years.

Roadmap Predictability ('Say-Do Ratio')
How accurately we deliver against the strategic commitments outlined in the roadmap for your business unit.
Target · Maintain a 'Say-Do Ratio' of 85%+ for major strategic initiatives (the 'Big Rocks').

If your Q1 roadmap had 10 major initiatives planned, and 9 were delivered on time and to scope, that's a 90% Say-Do Ratio. It shows you can plan realistically and execute effectively.

Board & C-Suite Confidence
The level of trust and confidence the executive leadership and Board have in your strategic recommendations and the roadmap you champion.
  • You're proactively consulted on critical business decisions, your presentations to the Board are rarely challenged on their core assumptions, and your opinions are sought on major organisational shifts. They trust your judgment, frankly.
Strategic Talent Development
Your ability to build, mentor, and retain a high-performing team within your strategy function, creating a strong succession pipeline.
  • High retention rates for your direct reports, visible career progression for your team members, and positive feedback from skip-level managers about the development of their teams. You're seen as a leader who grows other leaders.
Cross-Organisational Influence & Alignment
Your effectiveness in getting disparate departments—Product, Sales, Engineering, Marketing, Finance—to agree on and work towards a unified strategic direction for the business unit.
  • You consistently achieve consensus on complex cross-functional initiatives, major dependencies are identified and resolved early, and other department heads actively seek your input for their own planning. There's a clear 'red thread' running through everyone's work, and you're the one who spun it.

5Would you like it

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

What people enjoy
Shaping the Future

You get a real buzz from defining the long-term vision for a business unit, seeing your strategic choices play out in the market, and knowing you've had a direct hand in where the company is headed. It's about building something significant.

Leading the charge on a new market entry strategy that, two years later, becomes a major revenue stream for the business.

Solving Complex Organisational Puzzles

You thrive on untangling messy, interconnected business problems, figuring out how different parts of the organisation can work together more effectively, and designing elegant solutions to seemingly intractable challenges. It's like a giant, high-stakes game of chess.

Restructuring the product portfolio to eliminate redundancies and create clearer value propositions across multiple offerings.

Driving Tangible Business Impact

You're not content with just creating plans; you want to see them executed and deliver real, measurable results. The satisfaction comes from seeing the numbers move, the market share grow, and the strategic goals being achieved.

Hitting or exceeding the quarterly revenue targets for your business unit because the strategic roadmap you championed delivered.

What frustrates people
  • The 'HiPPO Effect' at the board level, where a data-driven, multi-million-pound strategic plan is questioned or altered based on a senior executive's gut feeling or a 'great new idea' from a conference.
  • Being the 'Bearer of Bad News' – you're often the one explaining why a major investment is being pulled, or why a beloved project isn't making the cut for the strategic roadmap.
  • Accountability Without Direct Authority: You're accountable for the strategic outcomes of a business unit, but you don't directly manage all the teams (Engineering, Sales, Marketing) responsible for execution. It's all about influence.
  • The Illusion of Precision: Being pressed for exact delivery dates and ROI figures for multi-year strategic initiatives that are, by their very nature, highly uncertain and subject to change.
  • Constant Firefighting: Despite having a clear roadmap, you'll still get pulled into urgent, reactive strategic problems that derail your planned work for days or weeks.
What this role does not give you
  • A quiet, predictable work environment with minimal pressure.
  • The opportunity to avoid difficult conversations or political challenges.
  • A role where you can solely focus on deep analytical work without significant people leadership or executive engagement.
  • Guaranteed immediate gratification from every strategic initiative you launch.

6Who you work with

This role directly shapes the multi-year trajectory, market competitiveness, and financial performance of a significant business unit. Your decisions here will dictate where we invest millions of pounds, how we grow, and ultimately, how we're perceived in the market. It's about driving transformation at scale.

Inside the business
  • C-Suite (CEO, COO, CFO, CPO)
  • Business Unit General Managers
  • Product VPs and Directors
  • Sales and Marketing Directors
  • Finance Director and FP&A Leads
  • Legal and Compliance
Outside the business
  • Key Strategic Partners (e.g., major platform providers, distribution partners)
  • Industry Analysts and Consultants
  • Regulatory Bodies (where applicable to the business unit)
  • Major Clients (for strategic feedback and co-creation)

7What you need before you start

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

  • A proven track record of leading large-scale strategic programmes or business units with significant P&L responsibility (typically £2M+).
  • Extensive experience in corporate strategy, management consulting (at Principal/Partner level), or a similar senior leadership role within a complex organisation.
  • Demonstrable experience building, mentoring, and managing high-performing teams, including other managers.
  • A history of successfully influencing and gaining buy-in from C-suite executives and Board members for major strategic initiatives.
  • Experience navigating complex organisational politics and making tough, high-stakes decisions with significant business impact.

8What to practise next

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

Advanced Predictive Modelling & Scenario Simulation

Basic forecasting isn't enough anymore. You'll need to understand and guide the development of sophisticated predictive models that incorporate a wider array of variables (e.g., market sentiment, competitor actions, regulatory changes) to generate more accurate long-term forecasts and run complex 'what-if' scenarios for strategic decision-making.

Agent-Based Modelling (ABM) · Monte Carlo Simulations (Advanced) · Time Series Forecasting (Advanced) · Causal Inference Modelling

  • This quarter: Work with your data science or analytics team to understand their current modelling capabilities and limitations.
  • Next 6 months: Commission a project to build a new, more sophisticated predictive model for a key strategic variable (e.g., customer churn, market adoption).
  • Next 12 months: Evaluate new simulation software or platforms that can enhance our strategic scenario planning capabilities.
  • Ongoing: Regularly challenge your team's models, asking about assumptions, data sources, and potential biases.

Quick win: Ask your data team to explain the core assumptions and limitations of our current long-term forecasts. Where could they be improved with more advanced techniques?

AI-Driven Organisational Design

As our organisation grows and evolves, and as AI takes on more routine tasks, you'll need to understand how AI can inform optimal team structures, talent allocation, and skill development within your business unit. This isn't just about efficiency; it's about building a future-proof, strategically agile workforce.

Skills-Based Organisation Design · Network Analysis (Organisational) · AI for Workforce Planning · Human-AI Teaming Models

  • This quarter: Read up on current trends in organisational design and the role of AI in HR/workforce planning.
  • Next 6 months: Partner with HR and your People Analytics team to explore how AI could inform talent allocation for a key strategic programme.
  • Next 12 months: Lead an initiative to redesign a part of your business unit's structure, explicitly incorporating AI-driven insights.
  • Ongoing: Regularly assess your team's skills against future strategic needs and develop plans to bridge any gaps.

Quick win: Ask your HR/People Analytics team if they're using any AI tools for workforce planning. Understand their capabilities and limitations.

9Staying current once you are in

What people here do to keep up
  • Regularly attending executive-level industry conferences and thought leadership events to stay abreast of market trends and network with peers.
  • Engaging in executive coaching focused on leadership presence, strategic influence, and navigating complex organisational politics.
  • Participating in peer-to-peer leadership forums or roundtables to share best practices and gain insights from other senior leaders.
  • Undertaking advanced courses in financial modelling, M&A strategy, or specific industry dynamics to deepen your expertise.

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: Ethical AI Governance & Strategy

As AI permeates every aspect of business, your strategic roadmap will increasingly rely on AI-driven insights and potentially involve AI-powered products. Understanding how to define ethical guardrails, manage algorithmic bias, and ensure responsible AI deployment isn't just a compliance issue; it's a strategic imperative for trust and reputation.

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

Your PlanIllustration

Built for Director, Corporate Strategy & Roadmapping

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

  1. Project managementCambridge OCR · covers 1 of 1 standardsLevel 3
  2. Managing software development 5City and Guilds of London Institute · covers 1 of 1 standardsLevel 3
  3. Managing software development 4City and Guilds of London Institute · covers 1 of 1 standardsLevel 3
  4. Project planning with ITCambridge OCR · covers 1 of 1 standardsLevel 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.

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI Governance & Strategy

As AI permeates every aspect of business, your strategic roadmap will increasingly rely on AI-driven insights and potentially involve AI-powered products. Understanding how to define ethical guardrails, manage algorithmic bias, and ensure responsible AI deployment isn't just a compliance issue; it's a strategic imperative for trust and reputation.

  • AI Ethics Frameworks
  • Algorithmic Bias Detection & Mitigation
  • AI Regulatory Landscape
  • Explainable AI (XAI)

Geopolitical & Macroeconomic Foresight

Global supply chains are more fragile, political landscapes are more volatile, and economic shifts are more rapid. Your strategic roadmap can no longer operate in a vacuum. You'll need to anticipate and integrate complex geopolitical and macroeconomic factors into multi-year planning, understanding their potential impact on market access, resource availability, and customer behaviour.

  • Scenario Planning (Advanced)
  • Global Supply Chain Resilience
  • Trade Policy & Sanctions Analysis
  • Currency Volatility & Inflation Modelling

What you’ll use

Skills this role draws on

Technical

  • Objective Setting & Measurement (OKRs/V2MOM)
  • Strategic Framework Application (e.g., Three Horizons, Wardley Mapping)
  • Business Case Development & Financial Modelling
  • Capacity & Resource Planning (Strategic)
  • Scenario Planning & Risk Analysis (Enterprise)
  • Stakeholder Management & Influence Mapping (Executive)

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 Strategist / Manager, Strategic Planning (L5)

    3-5 years at L5

    Skills to master

    • At L5, you'd have mastered directing a major strategic programme or managing a team of roadmap managers. To step up to Director, you need to broaden your scope to an entire business unit, demonstrating P&L accountability and C-suite influence.

    You're ready to move on when

    • Consistently delivering significant business impact from your strategic programmes.
    • Successfully managing and developing a high-performing team of strategic professionals.
    • Proactively identifying and championing new strategic opportunities for the business.
    • Building strong, trusted relationships with SVP-level stakeholders and influencing their decisions.
  2. 2

    Senior Management Consultant (Partner/Principal level)

    15-20 years in consulting, with 5+ years at Partner/Principal

    Skills to master

    • You'd bring deep industry knowledge and strategic problem-solving. To transition, you need to demonstrate the ability to 'own' a strategy end-to-end within a single organisation, building and leading internal teams, and navigating internal politics for sustained execution.

    You're ready to move on when

    • Proven track record of leading large-scale strategic engagements for major clients.
    • Experience building and managing client relationships at the C-suite level.
    • Ability to translate external strategic recommendations into actionable, internal execution plans.
    • A desire to move from advisory to direct ownership and accountability for business outcomes.
  3. 3

    Head of Product Strategy (large company)

    5-8 years in a Head of Product Strategy role

    Skills to master

    • You'd have a strong product lens on strategy. To become a Director of Corporate Strategy, you need to broaden your perspective beyond product to encompass market entry, M&A, business model innovation, and overall business unit P&L. It's about a wider strategic remit.

    You're ready to move on when

    • Successfully defining and executing product strategies that delivered significant market impact.
    • Experience influencing senior product and business leaders on strategic direction.
    • Demonstrated understanding of broader market dynamics beyond just product features.
    • A clear interest in taking on a more holistic business unit strategy role.

11Where this role leads

The long view:This role isn't just a job; it's a launchpad for a truly impactful career. We're looking for someone with the ambition, intellect, and resilience to shape the future of our business and, frankly, their own career trajectory. If you're ready for that challenge, we want to hear from you.

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 Director, Corporate Strategy & Roadmapping 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.

Where it leads

Roles this leads to

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

  • General Manager / Business Unit Lead

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:

Project managementLevel 3

Applied to your work in Director, Corporate Strategy & Roadmapping

The objective of this unit is to equip learners with the knowledge and skills to effectively manage projects. Learners will be able to plan and define project scope, manage resources and timelines, monitor progress, and evaluate project outcomes, demonstrating an understanding of project management methodologies.

How the thinking builds
  1. Remember
  2. Understand
  3. Apply
  4. Analyse
  5. Evaluate
  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.

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.

  1. Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
  2. 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.
  3. 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.
  4. 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.
  5. 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 Director, Corporate Strategy & Roadmapping

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.

  • Business Unit Revenue GrowthThe year-on-year revenue increase for the business unit you oversee, directly attributable to strategic initiatives you've championed.If the business unit generated £50M last year, your strategic roadmap should aim for £55M-£57.5M this year, with clear links between initiatives and revenue streams.Achieve 10-15% YoY revenue growth for the assigned business unit.
  • Market Share ExpansionThe percentage increase in our market share within key segments relevant to your business unit's strategic focus.Moving from 12% to 14% market share in the 'Enterprise FinTech Solutions' segment, backed by specific product launches and market entry strategies you've driven.Increase market share by 2-3 percentage points in target segments over an 18-month period.
  • Strategic Initiative ROI (Return on Investment)The financial return generated by the major strategic programmes and investments you've prioritised and guided.A £5M investment in a new platform capability (part of your roadmap) generating £7.5M in new revenue or cost savings within two years.Deliver an average ROI of 1.5x on strategic investments within 24 months of launch.
  • Roadmap Predictability ('Say-Do Ratio')How accurately we deliver against the strategic commitments outlined in the roadmap for your business unit.If your Q1 roadmap had 10 major initiatives planned, and 9 were delivered on time and to scope, that's a 90% Say-Do Ratio. It shows you can plan realistically and execute effectively.Maintain a 'Say-Do Ratio' of 85%+ for major strategic initiatives (the 'Big Rocks').
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 Director, Corporate Strategy & Roadmapping to VP, Strategy & Corporate Development (L7), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP, Strategy & Corporate Development (L7)→ your design
Where this takes you

This role isn't just a job; it's a launchpad for a truly impactful career. We're looking for someone with the ambition, intellect, and resilience to shape the future of our business and, frankly, their own career trajectory. If you're ready for that challenge, we want to hear from you.

See Your Progress GrowIllustration
Director, Corporate Strategy & Roadmapping
  • Objective Setting & Measurement (OKRs/V2MOM)
  • Strategic Framework Application (e.g., Three Horizons, Wardley Mapping)
  • Business Case Development & Financial Modelling
  • Capacity & Resource Planning (Strategic)
  • Scenario Planning & Risk Analysis (Enterprise)
  • Stakeholder Management & Influence Mapping (Executive)
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

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

  1. VP, Strategy & Corporate Development (L7)

    3-5 years in this Director role

    Enterprise-wide strategic authority, P&L £10M+, Board governance, M&A leadership.

    • Advanced M&A valuation and due diligence.
    • Complex capital allocation strategies across the entire portfolio.
    • Global market entry and expansion strategies.
    • Public speaking and media relations for strategic announcements.

  2. General Manager / Business Unit Lead

    3-6 years in this Director role

    Full P&L ownership for a business unit, operational leadership, direct management of all functions (Product, Sales, Marketing, Engineering).

    • Sales pipeline management and forecasting.
    • Product lifecycle management and roadmapping (operational focus).
    • Customer success and retention strategies.
    • Supply chain and logistics management (if applicable).
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, as a Director, your time is precious. You shouldn't be bogged down in manual data crunching or drafting endless status reports. AI isn't here to replace your strategic brain; it's here to be your co-pilot, cutting through the noise so you can focus on the big, impactful decisions.

We're embedding AI tools directly into our strategic planning workflows. This means less time on tedious tasks and more time on high-level thinking, stakeholder engagement, and truly shaping the future of our business unit. Think of it as having a highly efficient, tireless research assistant and communications specialist at your fingertips.

Automated Strategic Briefings

Imagine an AI agent ingesting all your internal reports, market intelligence, and team updates. It then drafts a concise, board-ready briefing document, highlighting key strategic progress, emerging risks, and critical decisions needed. You just review, refine, and present. This isn't just a summary; it's a synthesised strategic narrative.

Market Trend & Risk Foresight

Set up AI agents to continuously scan global news, industry reports, competitor announcements, and patent filings. The AI flags significant market shifts, identifies potential disruptive technologies, and even suggests emerging geopolitical risks that could impact your business unit's long-term strategy. It's like having a 24/7 strategic radar.

Executive Communication Tailoring

You've got a complex strategic message, and you need to communicate it to the Board, then to your business unit, then to your team. Give the AI your core message and the target audience, and it will draft tailored presentations, emails, or talking points, focusing on what matters most to each group. It ensures your message lands perfectly, every time.

Portfolio Optimisation Simulations

Feed your strategic initiatives, resource constraints, and market assumptions into an AI model. It can then run thousands of simulations, identifying the optimal portfolio mix to achieve your business unit's growth targets, minimise risk, or maximise ROI under various scenarios. It helps you make data-backed trade-offs with confidence.

Common questions

Common questions

How do you become a Director, Corporate Strategy & Roadmapping?

Common routes in include Principal Strategist / Manager, Strategic Planning (L5) (3-5 years at L5), Senior Management Consultant (Partner/Principal level) (15-20 years in consulting, with 5+ years at Partner/Principal) and Head of Product Strategy (large company) (5-8 years in a Head of Product Strategy role). Times vary with prior experience.

Where can a Director, Corporate Strategy & Roadmapping progress to?

This role can lead on to VP, Strategy & Corporate Development (L7) (3-5 years in this Director role) and General Manager / Business Unit Lead (3-6 years in this Director role), depending on the skills you build.

What level is a Director, Corporate Strategy & Roadmapping 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 Director, Corporate Strategy & Roadmapping?

Increasingly, Ethical AI Governance & Strategy and Geopolitical & Macroeconomic 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 Director, Corporate Strategy & Roadmapping, 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 Director, Corporate Strategy & Roadmapping: 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 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

The strategic skills you'll hone in this role are highly transferable. You could move into similar Director or VP-level strategy roles in other fast-growing technology companies, or even transition into private equity, venture capital, or management consulting at a senior advisory level. Your ability to drive significant business impact will be highly valued across sectors.

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.

This role profile is © 2026Growth 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. 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.