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

Vice President (VP) of Strategy

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 Level (16-20 years)
Direct reports5-10 reports
Reports toChief Executive Officer (CEO) or President of a Major Business Unit
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Corporate Strategy · Group Strategy Director · Divisional Strategy Lead

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 about making pretty slides; it's about shaping the future of a significant chunk of our business. You'll be the architect behind our multi-year plans, making sure we're not just playing catch-up, but actually setting the pace in the market. It’s a big job with big influence, directly impacting our bottom line and long-term success.

2What you'd actually use

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

Microsoft ExcelStrategic

Interpreting complex model outputs, pressure-testing key assumptions from your team, understanding model limitations, and engaging in high-level scenario discussions with the CFO. You won't be building every cell, but you'll know exactly what's under the bonnet.

Microsoft PowerPointStrategic

Delivering the final, compelling presentation to the Board and C-suite. This means distilling entire strategies into 3-5 key slides that tell an undeniable story and drive action.

Tableau / Power BIStrategic

Defining the key performance indicators (KPIs) the business should track, commissioning enterprise-level dashboards, and using visualisations to tell the strategic story to senior leaders. You're the one asking for the 'so what?' from the data.

Capital IQ / PitchBookStrategic

Consuming high-level market intelligence to identify broad industry shifts, potential disruptive threats, and macro trends that impact our long-term strategy. You're looking for the big picture, not just individual company data points.

Anaplan / Workday Adaptive PlanningStrategic/Architect

Driving the annual strategic planning process within the platform, approving top-level financial targets, and overseeing major resource allocation decisions. You're the one setting the parameters for the entire organisation's planning.

Miro / MuralStrategic

Sponsoring and actively participating in key strategic workshops (e.g., war gaming, scenario planning) to guide executive alignment and ensure the right outcomes. You're not just a facilitator; you're a key voice.

Diligent Boards / Nasdaq BoardvantageStrategic

Preparing, reviewing, and distributing highly confidential strategic materials for Board of Directors meetings. This involves ensuring accuracy, clarity, and security of top-secret company information.

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
Strategic Direction & Portfolio Moves	N/A	N/A	Lead the development of options and recommendations for a major business unit's strategic direction or a significant portfolio move (e.g., divestiture, new market entry). Present to the C-suite for approval.
M&A Target Identification & Due Diligence	N/A	N/A	Approve the long-list of M&A targets for a business unit. Lead the strategic due diligence process and make recommendations on deal viability and strategic fit to the CEO/Board.
Annual Strategic Planning & Budget Allocation	N/A	N/A	Run the annual strategic planning process for a major business unit, including setting top-level objectives and recommending significant resource allocation shifts (£2M-£10M+) to the C-suite.
Organisational Design (Strategy Team)	N/A	N/A	Full authority to design the structure, roles, and hiring plan for your direct strategy team (up to 25-100+ people, including managers), within overall HR guidelines.
External Strategic Partnerships	N/A	N/A	Initiate and approve strategic partnerships or alliances that have a material impact on the business unit's strategy or competitive position, often requiring C-suite consultation.

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.

Strategic Growth Initiative ROI

The return on investment for major growth initiatives that you've championed or significantly influenced.

Target · Achieve a 3-year ROI greater than 15% for key strategic projects.

Leading the expansion into a new market segment, resulting in £5M additional profit over three years on an initial £20M investment, hitting a 25% ROI.

M&A Synergy Realisation

The actual cost savings or revenue enhancements achieved from M&A transactions you've led or been deeply involved in, compared to initial targets.

Target · Meet or exceed 100% of identified synergy targets within 24 months post-acquisition.

Acquiring 'Company X' with a projected £10M in cost synergies; delivering £11M in savings by month 18.

Market Share Growth (Targeted Segments)

Increase in market share within specific, strategically important product lines or geographic segments.

Target · Achieve a 2-point market share increase in designated growth segments annually.

Driving a strategy that increases our share in the 'Enterprise SaaS' market from 8% to 10% in a year.

Strategic Portfolio Optimisation

The value generated from divesting non-core assets or successfully integrating new businesses into the portfolio.

Target · Generate £5M-£15M+ in value from portfolio restructuring activities annually.

Successfully carving out and selling a legacy business unit for £12M, allowing reinvestment into higher-growth areas.

Board and C-Suite Confidence

How much the CEO, Board, and other C-suite members trust your strategic insights and recommendations, and rely on you for critical decisions.

You're consistently asked to present at Board meetings. Your recommendations are typically adopted without significant pushback. C-suite members proactively seek your counsel on major strategic dilemmas. You're seen as a trusted advisor, not just a presenter.

Strategy Cascade and Organisational Alignment

The effectiveness of translating high-level corporate strategy into clear, actionable objectives and KPIs that cascade throughout the organisation.

Business unit leaders clearly articulate how their plans link to corporate strategy. Operational teams understand their role in achieving strategic goals. Post-mortems show alignment between strategic intent and execution. You get feedback that the 'why' behind decisions is clear.

Talent Development within Strategy Team

Your ability to build, mentor, and develop a high-performing strategy team, ensuring a strong talent pipeline.

At least 2-3 of your direct reports are promoted or take on significantly expanded roles annually. Your team members consistently receive positive feedback from stakeholders. You're known for creating a challenging yet supportive environment where people genuinely grow.

External Strategic Partnerships

The quality and strategic value of the relationships you build with external partners, advisors, and industry bodies.

You're regularly invited to speak at industry events. Key partners seek you out for collaboration opportunities. Your network provides early insights into market shifts and potential M&A targets. You're seen as a thought leader in the broader ecosystem.

5Would you like it

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

What people enjoy

Shaping the Future

You'll spend your days looking 3-5 years out, identifying market shifts, competitive threats, and new opportunities. This means less 'firefighting' and more 'future-proofing' for the business.

Leading a workshop to define our next major adjacency move, potentially opening up a £50M new revenue stream.

Large-Scale Impact

Your recommendations won't just tweak a process; they'll redefine how a major business unit operates, impact thousands of employees, and influence millions in revenue. You'll see your ideas become reality on a grand scale.

Presenting a new market entry strategy to the Board that, once approved, will require a £20M investment and create 100 new jobs.

Complex Problem Solving

You'll be tackling the thorniest, most ambiguous problems the company faces – the ones without easy answers. This means deep analysis, creative thinking, and synthesising information from across the business.

Developing a strategy to counter a disruptive new competitor that's eroding market share in our core business.

What frustrates people

Getting buy-in from multiple, sometimes conflicting, C-suite agendas.
The slow pace of change in a large organisation, despite urgent strategic imperatives.
Resource constraints preventing the full execution of a brilliant strategy.
The political dance required to get anything truly transformational done.
Having to defend assumptions made on imperfect data from other departments.

What this role does not give you

A predictable, routine work schedule – expect the unexpected.
The ability to see every single piece of your work implemented exactly as planned.
A quiet, solitary environment for deep analytical work (you'll be in meetings a lot).
Freedom from internal politics; it's part of the game at this level.

6Who you work with

This role directly shapes the strategic direction and resource allocation for a significant business unit or the entire company. Your decisions will influence revenue growth, profitability, market positioning, and long-term shareholder value. Frankly, you're one of the few people who can genuinely change the company's trajectory.

Inside the business

C-Suite (CEO, CFO, COO, CTO)
Board of Directors
Business Unit Presidents/MDs
Heads of Finance, Product, Sales, and Marketing
Investor Relations

Outside the business

Key Strategic Partners
Industry Analysts
M&A Targets and Advisors
Investors

7What you need before you start

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

Proven track record of leading strategy for a major business unit or a significant corporate function (e.g., M&A, Pricing).
Demonstrable experience leading and successfully integrating multiple M&A transactions, from target identification through to synergy realisation.
Extensive experience presenting complex strategic recommendations to C-suite executives and Board members, with a track record of gaining approval and driving implementation.
Experience building, managing, and developing high-performing teams of strategy professionals (Directors, Managers).
Deep expertise in financial modelling, market analysis, and competitive intelligence within a fast-moving industry.
Experience navigating complex organisational politics and building consensus among diverse senior stakeholders.

8What to practise next

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

Advanced Data Storytelling & Visualisation

With the explosion of data, your ability to distil complex datasets into compelling, actionable narratives for executive audiences becomes even more critical. It's not just about showing charts; it's about making them tell a strategic story that drives action.

Narrative Structure for Data · Visual Grammar & Design Principles · Interactive Dashboard Design for Executives · Cognitive Load Reduction in Visuals · Tailoring Data Visuals to Audience

This quarter: Review Edward Tufte's works on data visualisation or attend a workshop on executive data storytelling.
Next 6 months: Work with a design expert to refine your core strategic presentation templates.
Next 12 months: Mentor your team on advanced data storytelling techniques, ensuring consistency across the function.
Ongoing: Seek feedback from C-suite on the clarity and impact of your data-driven presentations.

Quick win: Before your next Board presentation, ask a trusted peer to review your slides solely for clarity of story and visual impact. Be open to their honest feedback.

Ecosystem Orchestration & Platform Strategy

Companies increasingly compete not just as individual entities, but as orchestrators of complex ecosystems (partners, suppliers, customers). Understanding how to build, manage, and extract value from these platforms is a critical strategic capability.

Network Effects · Multi-sided Platforms · Open Innovation Models · API Economy & Integration Strategy · Partnership & Alliance Management

This quarter: Read 'Platform Revolution' by Parker, Van Alstyne, and Choudary.
Next 6 months: Identify 2-3 potential ecosystem partners for a key business unit and develop a strategic rationale for collaboration.
Next 12 months: Lead a strategic review of our current partnership landscape, identifying gaps and opportunities for ecosystem growth.
Ongoing: Engage with industry consortia and thought leaders on platform business models.

Quick win: Map out our current key partners and identify where we could create more value by connecting them or offering new services through them.

9Staying current once you are in

What people here do to keep up

Regularly attending executive leadership programmes and strategic forums (e.g., World Economic Forum, industry-specific conferences).
Publishing thought leadership articles or speaking at industry events to establish yourself as a strategic voice.
Mentoring junior talent both within and outside the organisation, building your leadership and coaching skills.
Actively participating in professional networks and peer groups of other VPs of Strategy or C-suite executives.
Engaging in continuous learning on emerging technologies, geopolitical trends, and new business models.

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: Geopolitical Risk Modelling & Scenario Planning

Global instability, trade wars, and political shifts are no longer just 'external factors'; they directly impact supply chains, market access, and investment decisions. Traditional economic models often miss these nuances. As a VP, you'll need to factor these into your strategic thinking more rigorously.

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.

Geopolitical Risk Modelling & Scenario Planning

Global instability, trade wars, and political shifts are no longer just 'external factors'; they directly impact supply chains, market access, and investment decisions. Traditional economic models often miss these nuances. As a VP, you'll need to factor these into your strategic thinking more rigorously.

Political Risk Analysis
Supply Chain Resilience
Economic Sanctions & Trade Barriers
National Security Implications

Ethical AI Governance & Strategic Implications

AI isn't just a tech trend; it's a strategic imperative. As a VP, you need to understand not just its capabilities, but its ethical, societal, and regulatory implications. How we use AI will define our brand, our competitive advantage, and our risk profile.

AI Ethics Principles
Regulatory Frameworks (e.g., EU AI Act)
Bias Detection & Mitigation in AI
Explainable AI (XAI)
Data Governance for AI

What you’ll use

Skills this role draws on

Technical

Competitive Strategy Frameworks (e.g., Porter's Five Forces, PESTLE, VRIO)
Financial Modeling & Valuation (DCF, LBO, Comps)
Market Sizing & TAM/SAM/SOM Analysis
Scenario Planning & War Gaming
Balanced Scorecard / OKR Implementation
M&A Due Diligence & Integration Planning

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
Senior Director, Corporate Strategy
3-5 years
Skills to master
- Mastering the leadership of multiple strategic initiatives, becoming the primary strategy partner for a business unit, and consistently delivering high-impact recommendations to the C-suite.
You're ready to move on when
- Successfully led 3+ major strategic projects from inception to approval, with clear business impact.
- Consistently received positive feedback from C-suite stakeholders on strategic insights and influence.
- Demonstrated ability to build and mentor a small team of strategy professionals.
- Proven capability to navigate complex internal politics and build consensus.
2
Partner / Principal at a Top-Tier Management Consulting Firm
1-3 years (post-Partner promotion)
Skills to master
- Transitioning from client-facing advisory to internal leadership, building internal relationships, and adapting to the nuances of corporate execution versus external recommendations.
You're ready to move on when
- Successfully managed large, complex client engagements focused on corporate strategy or M&A.
- Demonstrated strong client relationship management and business development skills.
- Proven ability to lead and develop large consulting teams.
- A desire to move from advising to directly owning and executing strategy within a single organisation.
3
Managing Director (MD) in Investment Banking / Private Equity
2-4 years (post-MD promotion)
Skills to master
- Shifting from transaction-focused work to long-term strategic planning and operational oversight, building internal organisational capabilities, and leading cross-functional teams.
You're ready to move on when
- Successfully originated and executed multiple M&A or financing transactions.
- Deep expertise in financial valuation, deal structuring, and market analysis.
- Strong client relationship management and negotiation skills.
- A desire to apply financial and deal-making acumen to shaping the long-term strategy of an operating company.

11Where this role leads

The long view:Ultimately, this role is a launchpad for significant leadership. Whether you aspire to the C-suite, a Board role, or even starting your own venture, the strategic acumen, leadership experience, and network you'll build as our VP of Strategy will set you up for long-term success. It's a challenging journey, but one with immense potential.

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 Vice President (VP) of Strategy 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:

Data Analysis and VisualisationLevel 7

Applied to your work in Vice President (VP) of Strategy

1. To enable the learner to critically analyse the theoretical underpinnings of data analytics and their impact on decision-making in business management contexts. 2. To enable the learner to assess diverse data analysis activities, techniques, and tools applicable to business management scenarios. 3. To enable the learner to compare and contrast various predictive analytic techniques, evaluating their strengths and weaknesses in forecasting future business events. 4. To enable the learner to evaluate how predictive analytic techniques can be practically implemented for forecasting purposes within the business sector. 5. To enable the learner to evaluate prescriptive analytic techniques, illustrating their application with relevant examples from the business management domain. 6. To enable the learner to apply a suitable programming language or data analysis tool to conduct data analysis and visualisation tasks related to business management problems.

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 Vice President (VP) of Strategy

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.

Strategic Growth Initiative ROIThe return on investment for major growth initiatives that you've championed or significantly influenced.Leading the expansion into a new market segment, resulting in £5M additional profit over three years on an initial £20M investment, hitting a 25% ROI.Achieve a 3-year ROI greater than 15% for key strategic projects.
M&A Synergy RealisationThe actual cost savings or revenue enhancements achieved from M&A transactions you've led or been deeply involved in, compared to initial targets.Acquiring 'Company X' with a projected £10M in cost synergies; delivering £11M in savings by month 18.Meet or exceed 100% of identified synergy targets within 24 months post-acquisition.
Market Share Growth (Targeted Segments)Increase in market share within specific, strategically important product lines or geographic segments.Driving a strategy that increases our share in the 'Enterprise SaaS' market from 8% to 10% in a year.Achieve a 2-point market share increase in designated growth segments annually.
Strategic Portfolio OptimisationThe value generated from divesting non-core assets or successfully integrating new businesses into the portfolio.Successfully carving out and selling a legacy business unit for £12M, allowing reinvestment into higher-growth areas.Generate £5M-£15M+ in value from portfolio restructuring activities 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 Vice President (VP) of Strategy to Chief Strategy Officer (CSO), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ Chief Strategy Officer (CSO)→ your design

Where this takes you

Ultimately, this role is a launchpad for significant leadership. Whether you aspire to the C-suite, a Board role, or even starting your own venture, the strategic acumen, leadership experience, and network you'll build as our VP of Strategy will set you up for long-term success. It's a challenging journey, but one with immense potential.

See Your Progress GrowIllustration

Vice President (VP) of Strategy

Competitive Strategy Frameworks (e.g., Porter's Five Forces, PESTLE, VRIO)
Financial Modeling & Valuation (DCF, LBO, Comps)
Market Sizing & TAM/SAM/SOM Analysis
Scenario Planning & War Gaming
Balanced Scorecard / OKR Implementation
M&A Due Diligence & Integration Planning

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

Vice President (VP) of Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Strategy Officer (CSO)
3-5 years
From leading a business unit's strategy to setting the enterprise-wide strategic direction for the entire company.
- Enterprise Risk Management (Strategic): Overseeing all strategic risks across the entire organisation.
- M&A Origination & Execution (Enterprise): Leading all major M&A activity for the entire company.
- Long-Term Vision Setting (3-5+ years): Defining the company's multi-year strategic roadmap and competitive position.
President / Managing Director of a Business Unit
2-4 years
Transitioning from strategic leadership to full P&L ownership and operational accountability for a major business unit.
- Sales & Marketing Leadership: Direct experience leading large sales and marketing organisations.
- Product Development & Innovation: Overseeing the entire product lifecycle and innovation pipeline.
- Customer Relationship Management: Building and maintaining relationships with key customers and partners.
- Supply Chain & Operations Management: Direct experience managing complex operational processes.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a VP of Strategy, your time is gold. You're paid to think, to connect the dots, and to make big calls, not to drown in data or endless report drafting. The good news? AI isn't just for junior analysts anymore; it's a game-changer for senior leaders who want to amplify their strategic impact.

We're embedding AI tools directly into our strategic workflows, meaning you can get deeper insights, faster, and free up significant time for what truly matters: high-level thinking, executive engagement, and making those critical, forward-looking decisions. Think of AI as your super-powered strategic assistant.

Market Intelligence Automation

Use AI agents to continuously scan and synthesise competitor earnings calls, patent filings, and product announcements into a concise, weekly 'State of the Market' executive brief. You'll get the critical insights without sifting through hundreds of pages yourself, giving you an edge.

First-Draft Analysis Acceleration

Feed raw market data, internal sales figures, and even competitor reports into advanced AI tools. They'll generate initial charts, statistical summaries, and highlight key correlations, giving you a robust first-pass analysis to validate and build upon, not start from scratch.

M&A Target Screening Prep

When you're looking at potential acquisitions, AI can rapidly build comprehensive profiles of targets. It scrapes and summarises data from Capital IQ, news sources, and public filings, generating a 'first-pass' SWOT analysis for each, dramatically speeding up your initial screening process.

Strategic Narrative Refinement

After you've crafted the core strategic argument, use an LLM to rephrase key messages for different audiences – say, the Board versus the Sales team. You can also use it to pressure-test the logic of your presentation, identifying potential weaknesses or areas for stronger articulation before you even step into the room.

Common questions

How do you become a Vice President (VP) of Strategy?

Common routes in include Senior Director, Corporate Strategy (3-5 years), Partner / Principal at a Top-Tier Management Consulting Firm (1-3 years (post-Partner promotion)) and Managing Director (MD) in Investment Banking / Private Equity (2-4 years (post-MD promotion)). Times vary with prior experience.

Where can a Vice President (VP) of Strategy progress to?

This role can lead on to Chief Strategy Officer (CSO) (3-5 years) and President / Managing Director of a Business Unit (2-4 years), depending on the skills you build.

What level is a Vice President (VP) of Strategy 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 Vice President (VP) of Strategy?

Increasingly, Geopolitical Risk Modelling & Scenario Planning and Ethical AI Governance & Strategic Implications. 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 Vice President (VP) of Strategy, 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 4 national skill standards. 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 Vice President (VP) of Strategy: 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

The skills you'll develop as a VP of Strategy are highly transferable across industries. Whether you're in tech, finance, retail, or healthcare, the core principles of market analysis, competitive positioning, and organisational alignment remain consistent. Your experience here will open doors to leadership roles in diverse sectors, both within large corporations and high-growth start-ups.

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.

Vice President (VP) of Strategy

What's rising in its place

Geopolitical Risk Modelling & Scenario Planning

Ethical AI Governance & Strategic Implications

Skills this role draws on

Technical

How you actually get there, here

Senior Director, Corporate Strategy

Partner / Principal at a Top-Tier Management Consulting Firm

Managing Director (MD) in Investment Banking / Private Equity

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.

Everything else the record holds

The career path, and where it branches

Chief Strategy Officer (CSO)

President / Managing Director of a Business Unit

Where AI is starting to help

Market Intelligence Automation

First-Draft Analysis Acceleration

M&A Target Screening Prep

Strategic Narrative Refinement

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.