United Kingdom · Innovation Intrapreneurship · C-Suite / Executive (20+ years)

VP, Head of Innovation

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)
Reports toChief Executive Officer (CEO) or Board of Directors
UK framework levelUsually someone running a function, or a director

Also advertised as Chief Innovation Officer · Head of Enterprise Innovation · Executive Director of Strategic Futures · Group Innovation Lead

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 VP, Head of Innovation

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 a job; it's about shaping the company's future. As VP, Head of Innovation, you'll be the architect of our long-term growth, spotting opportunities years before they become mainstream and building the capabilities to capitalise on them. You're the one the CEO and Board turn to for the 'what's next' question, translating ambitious vision into tangible, market-shaping initiatives. It's a high-stakes role, but the impact is immense.

2What you'd actually use

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

Miro (Ecosystem Adoption & Strategy)Drives adoption across the entire organisation, integrating Miro into the broader innovation workflow and setting standards for collaborative ideation at scale.

Leading strategic visioning sessions with the executive team, designing enterprise-wide innovation challenges, and reviewing complex ecosystem maps.

Asana (Portfolio & Program Governance)Manages a portfolio of innovation programs and ventures, builds executive dashboards for reporting on progress and risk, and standardises Asana usage across the innovation function.

Monitoring the health of the entire innovation portfolio, making high-level resource allocation decisions, and ensuring strategic alignment across all initiatives.

Figma (Strategic Design Evaluation)Strategically evaluates the role of prototyping and design in de-risking major innovation projects; makes build vs. buy decisions on design systems and ensures design thinking is embedded in strategic initiatives.

Reviewing high-fidelity prototypes for critical new ventures, providing strategic feedback on user experience, and evaluating the impact of design on market acceptance.

Notion (Enterprise Knowledge Architecture)Architects the entire innovation knowledge base for the organisation; ensures insights are captured, synthesised, and accessible for strategic decision-making across all levels.

Overseeing the structure of the innovation wiki, ensuring critical learnings from experiments are documented, and sharing strategic insights with the executive team.

Amplitude (KPI Definition & Strategic Insights)Defines the core KPIs for all innovation projects and ventures; uses data to justify major 'pivot or persevere' decisions to executive leadership and the Board.

Reviewing aggregated performance metrics across the innovation portfolio, identifying key trends, and presenting data-backed strategic recommendations.

Pitch (Board & Investor Storytelling)Presents the entire innovation portfolio to the C-suite and Board, defending the strategy, resource allocation, and long-term vision to internal and external stakeholders.

Crafting and delivering high-stakes presentations to the Board, investors, and major external partners, articulating our innovation narrative and future growth.

Anaplan (Enterprise Innovation Financial Modelling)Builds and manages the entire innovation portfolio financial model, running complex scenario analyses, and reporting on projected ROI and strategic value to the C-suite and Board.

Developing multi-year financial forecasts for the innovation portfolio, assessing the economic viability of new ventures, and optimising resource allocation.

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
Enterprise Innovation Strategy & Thesis	N/A	N/A	N/A
Innovation Portfolio Investment & Prioritisation	N/A	N/A	N/A
Organisational Design & Talent Strategy (Innovation)	N/A	N/A	N/A
Strategic Partnerships & M&A for Innovation	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.

Portfolio ROI (Return on Investment)

The aggregated financial value generated from all commercialised innovation projects, measured against the total innovation spend.

Target · Achieve a 3-5x return on innovation investment over a 5-year rolling period.

If the innovation budget was £10M over 5 years, the portfolio should generate £30M-£50M in new revenue or cost savings.

Hit Rate of Scaled Innovations

% of funded innovation projects that successfully achieve product-market fit and are integrated into the core business or spun out as viable ventures.

Target · Consistently achieve a 20-25% hit rate for projects progressing past the pilot phase.

Out of 10 major innovation projects funded, 2-3 successfully launch and generate significant revenue or strategic value.

Strategic Alignment Score

% of the innovation portfolio directly supporting the company's 3-5 year strategic goals and identified growth pillars.

Target · Maintain >90% alignment between innovation investments and corporate strategy.

All major innovation initiatives are clearly mapped to one of the three strategic growth areas outlined by the Board.

Organisational Innovation Capability Uplift

Measurable improvement in the organisation's overall innovation maturity, as assessed by internal and external benchmarks (e.g., innovation index scores, employee engagement in innovation).

Target · Increase our internal innovation index score by 10% year-on-year for three consecutive years.

Our internal 'Innovation Readiness Score' improved from 6.8 to 7.5, reflecting better processes, tools, and cultural buy-in.

Board and Investor Confidence

The level of trust and confidence the Board and key investors have in the innovation strategy and its execution, reflected in their support for future investments.

Positive feedback from Board members and investors during presentations
proactive requests for your input on strategic matters
successful fundraising rounds tied to innovation narratives
strong analyst reports on our future outlook.

Market Perception and Thought Leadership

Our standing in the industry as an innovative, forward-thinking company, attracting top talent and strategic partners.

Regular invitations to speak at major industry conferences
positive media coverage of our innovation initiatives
successful recruitment of top-tier innovation talent
inbound interest from potential strategic partners.

Internal Innovation Culture & Engagement

The extent to which innovation is embedded in our company culture, with employees feeling empowered to contribute new ideas and experiment.

High participation rates in internal innovation challenges
strong cross-functional collaboration on new ventures
positive scores in employee surveys regarding innovation support and psychological safety
low attrition rates within innovation teams.

5Would you like it

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

What people enjoy

Shaping the Future & Legacy Building

You're driven by the opportunity to fundamentally change the company's trajectory and leave a lasting mark on the organisation and potentially the industry. You thrive on seeing your strategic vision come to life.

Spending late nights sketching out new business models or researching nascent technologies, knowing that these ideas could become multi-million-pound revenue streams in a few years.

Solving Complex, Unstructured Problems

You're energised by tackling ambiguous, enterprise-level challenges that have no clear solution. The harder and more undefined the problem, the more you want to get stuck in.

Leading a cross-functional task force to explore how AI will disrupt our core business in 5 years, with no pre-defined roadmap or budget.

Empowering & Developing Talent

You get immense satisfaction from building high-performing innovation teams, mentoring future leaders, and fostering a culture where people feel safe to experiment and grow.

Spending significant time coaching your direct reports, helping them navigate political challenges, and celebrating their small wins, knowing it builds capability.

What frustrates people

The 'corporate immune system' actively resisting new, disruptive ideas or trying to dilute them into incremental changes.
Being asked to provide a precise 5-year financial forecast for a 2-week-old concept, forcing you to manage unrealistic ROI expectations.
Successful pilot projects dying in 'pilot purgatory' because the core business isn't ready or willing to scale them.
Political casualties: your strategic project getting deprioritised or killed because an executive sponsor left or lost an internal battle.
The sheer amount of time spent on internal advocacy, securing budget, and 'borrowing' talent from other departments who see your work as a distraction.
The constant tension between short-term business demands and the long-term, often uncertain, investments required for true innovation.

What this role does not give you

A predictable, stable day-to-day routine.
Guaranteed success for every initiative you champion.
A quiet, solitary work environment; you'll be constantly interacting and influencing.
Immediate, tangible results for all your efforts; much of your work is long-term strategic seeding.
A role where you can avoid internal politics or complex stakeholder negotiations.

6Who you work with

This role directly shapes the company's long-term strategic direction, market positioning, and sustained competitive advantage. You're accountable for identifying and commercialising new revenue streams, driving enterprise-wide transformation, and fostering a culture of continuous innovation. Your decisions can lead to significant market disruption or, if misjudged, substantial financial losses and reputational damage.

Inside the business

CEO and Executive Leadership Team
Board of Directors
Heads of Product, Marketing, Technology, and Finance
Legal and Compliance teams
Business Unit Managing Directors

Outside the business

Key Investors and Analysts
Strategic Partners and Alliance Leaders
Industry Regulators and Policy Makers
Venture Capital firms and Start-up Ecosystems
Academic and Research Institutions

7What you need before you start

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

Extensive executive leadership experience (15+ years) in a complex, global organisation, ideally within innovation, product, or strategic roles.
Proven track record of managing significant P&L responsibilities (multi-million £) and making high-stakes investment decisions.
Demonstrable experience presenting to and influencing Board-level executives and external investors.
A deep understanding of how to build and scale new ventures from concept to commercialisation, including experience with M&A or strategic partnerships.
A strong network within the innovation ecosystem (start-ups, VCs, academia, industry thought leaders).
Experience in leading and developing large, multi-disciplinary teams (25+ people, including managers).

8What to practise next

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

Quantum Computing & Advanced Materials (Strategic Awareness)

These nascent technologies, while still maturing, have the potential to fundamentally disrupt industries like finance, pharmaceuticals, and manufacturing. As Head of Innovation, you need to understand their long-term implications and identify early-stage opportunities for research or strategic partnerships.

Quantum Supremacy & Algorithms · Material Science Innovations · Long-term R&D Investment

This quarter: Read introductory whitepapers or attend webinars on quantum computing and advanced materials.
Next 6 months: Engage with academic experts or industry consortia exploring these fields.
Next year: Develop a strategic 'watch list' and potential early-stage investment thesis for these technologies.
Ongoing: Maintain a network of experts to stay abreast of developments without needing to be a specialist yourself.

Quick win: Identify one internal R&D project that could benefit from a long-term 'quantum-aware' or 'materials-aware' perspective and initiate a preliminary discussion.

Decentralised Technologies (Web3, Blockchain, DLTs)

Blockchain and decentralised ledger technologies (DLTs) are moving beyond cryptocurrency to reshape supply chains, digital identity, and data ownership. Understanding their potential for disintermediation and new business models is crucial for future-proofing our enterprise.

Distributed Ledger Technology (DLT) · Smart Contracts & DAOs · Tokenomics & Digital Assets

This quarter: Explore foundational courses or executive briefings on Web3 and blockchain.
Next 6 months: Identify potential use cases for DLT within our business (e.g., supply chain transparency, digital identity).
Next year: Lead a pilot project exploring a blockchain-enabled solution with a strategic partner.
Ongoing: Monitor regulatory developments and industry adoption of decentralised technologies.

Quick win: Identify one internal process that suffers from lack of transparency or trust and brainstorm how a DLT could address it, even if it's just a conceptual exercise.

9Staying current once you are in

What people here do to keep up

Active participation in global innovation forums and conferences (e.g., World Economic Forum, SXSW, industry-specific innovation summits).
Publishing thought leadership articles or speaking at industry events to establish and maintain our company's reputation as an innovation leader.
Mentoring rising talent within the organisation and the broader innovation ecosystem.
Engaging with venture capital firms and start-up accelerators to stay abreast of emerging trends and potential partnerships.
Pursuing non-executive director roles in relevant start-ups or non-profits to broaden perspective and network.

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 Ethics & Governance at Scale

AI is rapidly becoming foundational to new products and processes. Leaders must understand not just the technical capabilities, but the profound ethical implications, regulatory landscape, and societal impact. Getting this wrong can lead to massive reputational damage and regulatory fines.

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 Ethics & Governance at Scale

AI is rapidly becoming foundational to new products and processes. Leaders must understand not just the technical capabilities, but the profound ethical implications, regulatory landscape, and societal impact. Getting this wrong can lead to massive reputational damage and regulatory fines.

Responsible AI Frameworks
AI Risk Management
Regulatory Compliance (e.g., EU AI Act)
Human-in-the-Loop Design

Ecosystem Orchestration & Platform Strategy

Innovation rarely happens in isolation anymore. Future growth will come from building and orchestrating complex ecosystems of partners, suppliers, customers, and even competitors. This requires a shift from linear value chains to multi-sided platforms and networks.

Platform Business Models
Open Innovation Strategies
API Economy & Interoperability
Network Effects & Community Building

What you’ll use

Skills this role draws on

Technical

Design Thinking (Strategic Application)
Lean Startup Methodology (Portfolio Governance)
Jobs-to-be-Done (JTBD) Framework (Strategic Insight)
Business Model & Value Proposition Canvas (Enterprise Design)
Agile for Creative & Innovation Teams (Organisational Adoption)
Stage-Gate® / Phase-Gate Governance (Strategic 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 of Innovation / VP of Product (Large Enterprise)
3-5 years at Director/VP level before moving to Head of Innovation
Skills to master
- Scaling innovation programmes across multiple business units, managing significant P&L, building and leading large teams, influencing C-suite peers, developing strategic partnerships.
You're ready to move on when
- Successfully launched and scaled multiple new products or business lines that generated significant revenue.
- Demonstrated ability to build and lead a high-performing innovation or product organisation.
- Proven track record of influencing executive leadership and gaining buy-in for strategic initiatives.
- Extensive experience navigating complex organisational politics and securing cross-functional collaboration.
2
Strategy Consultant (Partner/Principal level)
5-8 years as a Partner/Principal in a top-tier strategy consulting firm, specialising in innovation or digital transformation.
Skills to master
- Enterprise-level strategic thinking, problem-solving complex organisational challenges, client relationship management at C-suite level, driving large-scale change programmes.
You're ready to move on when
- Led multiple large-scale innovation or transformation engagements for Fortune 500 clients.
- Developed deep expertise in a specific industry sector relevant to our business.
- Proven ability to articulate complex strategies and influence executive decision-making.
- Experience building and leading high-performing consulting teams.
3
Founder / CEO of a Successful Scale-up
Successfully founded and scaled a technology or innovation-driven company to a significant exit (acquisition or IPO).
Skills to master
- Full P&L ownership, fundraising, market disruption, rapid growth strategy, building a company culture, managing investor relations.
You're ready to move on when
- Achieved significant product-market fit and scaled a venture to substantial revenue and user base.
- Successfully raised multiple rounds of funding and managed investor expectations.
- Built and led a high-performing team from scratch, fostering an entrepreneurial culture.
- Demonstrated ability to identify and capitalise on market opportunities, often disrupting incumbents.

11Where this role leads

The long view:This role isn't just a stepping stone; it's a launchpad for a career defined by impact, vision, and the relentless pursuit of what's next. The skills you'll hone here will equip you to lead at the highest levels, whether that's as a CEO, a Board member, or a force shaping the future of innovation globally. The only limit is your ambition.

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, Head of Innovation 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:

Encourage innovationLevel 4

Applied to your work in VP, Head of Innovation

This unit aims to enable learners to identify opportunities for innovation, generate and test ideas, and implement innovative ideas and improvements within the organisation.

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, Head of Innovation

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.

Portfolio ROI (Return on Investment)The aggregated financial value generated from all commercialised innovation projects, measured against the total innovation spend.If the innovation budget was £10M over 5 years, the portfolio should generate £30M-£50M in new revenue or cost savings.Achieve a 3-5x return on innovation investment over a 5-year rolling period.
Hit Rate of Scaled Innovations% of funded innovation projects that successfully achieve product-market fit and are integrated into the core business or spun out as viable ventures.Out of 10 major innovation projects funded, 2-3 successfully launch and generate significant revenue or strategic value.Consistently achieve a 20-25% hit rate for projects progressing past the pilot phase.
Strategic Alignment Score% of the innovation portfolio directly supporting the company's 3-5 year strategic goals and identified growth pillars.All major innovation initiatives are clearly mapped to one of the three strategic growth areas outlined by the Board.Maintain >90% alignment between innovation investments and corporate strategy.
Organisational Innovation Capability UpliftMeasurable improvement in the organisation's overall innovation maturity, as assessed by internal and external benchmarks (e.g., innovation index scores, employee engagement in innovation).Our internal 'Innovation Readiness Score' improved from 6.8 to 7.5, reflecting better processes, tools, and cultural buy-in.Increase our internal innovation index score by 10% year-on-year for three consecutive years.

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, Head of Innovation to Chief Executive Officer (CEO), and whatever you decide comes after.

Level 6 · in progressAI Fluency→ Chief Executive Officer (CEO)→ your design

Where this takes you

This role isn't just a stepping stone; it's a launchpad for a career defined by impact, vision, and the relentless pursuit of what's next. The skills you'll hone here will equip you to lead at the highest levels, whether that's as a CEO, a Board member, or a force shaping the future of innovation globally. The only limit is your ambition.

See Your Progress GrowIllustration

VP, Head of Innovation

Design Thinking (Strategic Application)
Lean Startup Methodology (Portfolio Governance)
Jobs-to-be-Done (JTBD) Framework (Strategic Insight)
Business Model & Value Proposition Canvas (Enterprise Design)
Agile for Creative & Innovation Teams (Organisational Adoption)
Stage-Gate® / Phase-Gate Governance (Strategic 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, Head of Innovation is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Executive Officer (CEO)
5-10 years as VP, Head of Innovation
Enterprise-wide leadership, ultimate P&L accountability, Board governance
- Deep understanding of core business operations and efficiencies.
- Expertise in M&A strategy and integration across the entire business.
- Advanced talent management and succession planning for the entire executive team.
Board Member / Non-Executive Director (NED)
3-7 years as VP, Head of Innovation (often concurrently with other roles)
Strategic oversight, governance, advisory capacity across multiple organisations
- Expertise in board dynamics and effective committee participation (e.g., Audit, Remuneration).
- Mentorship and coaching skills for executive teams.
- Understanding of stakeholder management from a governance perspective.

Working with AI on the job

Working with AI

Where AI is starting to help

As VP, Head of Innovation, your time is precious. It's about vision, strategy, and high-level influence, not getting bogged down in detail. AI isn't here to replace your strategic brain; it's here to amplify it, freeing you up to focus on what truly matters: shaping the future of our business.

Imagine cutting through the noise of market research, synthesising complex data for board presentations in minutes, or even drafting strategic partnership proposals with unprecedented speed. This isn't science fiction; it's what leading innovation executives are doing right now. We'll show you how to use AI tools to dramatically boost your personal and team's productivity, giving you more time for deep strategic thinking and high-impact decision-making.

Strategic Foresight & Trend Analysis

Use advanced AI models to rapidly scan global market trends, scientific breakthroughs, and competitor movements. Get synthesised reports on potential disruptions, emerging technologies, and new business models, allowing you to spot opportunities and threats far sooner than traditional methods. Think less searching, more strategising.

Executive Communication Co-Pilot

Draft compelling board presentations, investor updates, and internal strategic memos in a fraction of the time. Provide bullet points and key messages, and let AI refine the narrative, tone, and structure to resonate with specific executive audiences. This means more time perfecting the *message*, less time on the *drafting*.

Ecosystem Mapping & Partnership Scouting

Leverage AI to identify potential strategic partners, start-up acquisition targets, or venture investment opportunities that align with your innovation thesis. AI can analyse company profiles, market fit, and even cultural compatibility, giving you a highly curated list of prospects to engage with. It's like having a dedicated research analyst on demand.

Governance & Policy Drafting Assistant

Accelerate the creation of innovation governance frameworks, ethical guidelines for AI adoption, or new IP policies. AI can help draft initial versions, integrate best practices from other industries, and highlight potential compliance issues, ensuring your strategic frameworks are robust and future-proof.

Common questions

How do you become a VP, Head of Innovation?

Common routes in include Director of Innovation / VP of Product (Large Enterprise) (3-5 years at Director/VP level before moving to Head of Innovation), Strategy Consultant (Partner/Principal level) (5-8 years as a Partner/Principal in a top-tier strategy consulting firm, specialising in innovation or digital transformation.) and Founder / CEO of a Successful Scale-up (Successfully founded and scaled a technology or innovation-driven company to a significant exit (acquisition or IPO).). Times vary with prior experience.

Where can a VP, Head of Innovation progress to?

This role can lead on to Chief Executive Officer (CEO) (5-10 years as VP, Head of Innovation) and Board Member / Non-Executive Director (NED) (3-7 years as VP, Head of Innovation (often concurrently with other roles)), depending on the skills you build.

What level is a VP, Head of Innovation in the UK?

This role aligns to RQF Level 6 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, Head of Innovation?

Increasingly, AI Ethics & Governance at Scale and Ecosystem Orchestration & Platform Strategy. 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, Head of Innovation, 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, Head of Innovation: 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 6

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

Other roles in Innovation Intrapreneurship

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

If you leave this industry

Your skills as a VP, Head of Innovation are highly transferable across almost any industry. The ability to identify future trends, build new ventures, and drive organisational change is universally valued, making you a prime candidate for leadership roles in diverse sectors, from technology and finance to healthcare and advanced manufacturing.

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, Head of Innovation

What's rising in its place

AI Ethics & Governance at Scale

Ecosystem Orchestration & Platform Strategy

Skills this role draws on

Technical

How you actually get there, here

Director of Innovation / VP of Product (Large Enterprise)

Strategy Consultant (Partner/Principal level)

Founder / CEO of a Successful Scale-up

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 Executive Officer (CEO)

Board Member / Non-Executive Director (NED)

Where AI is starting to help

Strategic Foresight & Trend Analysis

Executive Communication Co-Pilot

Ecosystem Mapping & Partnership Scouting

Governance & Policy Drafting Assistant

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.