UK

United Kingdom · Corporate Strategy · Lead Level (8-12 years)

Lead Strategist, Corporate Planning

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 bandLead Level (8-12 years)
  • Direct reports3-8 reports
  • Reports toDirector of Strategic Planning
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Strategy Manager · Head of Strategic Programmes · Planning Lead, Corporate Development

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 Lead Strategist, Corporate Planning

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

You'll be the person who pulls together the big picture for our strategic programmes. Think of it as owning the blueprint for how we grow and where we put our money. This isn't just about making pretty slides; it's about actually shaping the company's future, making sure our strategic bets pay off, and guiding a small team to do the same.

2What you'd actually use

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

Anaplan / Workday Adaptive Planning / PigmentAdvanced

Building new strategic scenarios, connecting various data sources for integrated planning, and training junior staff on model logic and assumptions. You'll be the go-to person for complex modelling within the platform.

Tableau / Power BIExpert

Creating complex, interactive dashboards from multiple data sources (SQL queries, data cubes) to tell compelling strategic stories. You'll design executive-level views that highlight key performance indicators and strategic progress.

Snowflake / SAP S/4HANA (or similar ERP)Advanced

Writing or specifying complex SQL queries to extract and transform data for strategic analysis. You'll understand data lineage and governance rules, ensuring the integrity of our strategic insights.

Excel / PowerPointMaster

Building intricate financial models with Power Query/Power Pivot, and crafting board-level presentations that distill immense complexity into a clear, impactful narrative. You'll be a wizard with these tools.

Miro / Asana / NotionPower User

Designing and facilitating strategic workshops in Miro, building comprehensive project plans in Asana, and creating structured knowledge bases in Notion for your team and programmes. You'll make sure our collaborative tools are actually used effectively.

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 Project Scope & DeliverablesProposes scope to senior, executes defined tasks.Defines scope for own workstreams, gets manager approval.Defines scope for small projects, consults Director on major changes.
Team Hiring & Performance ManagementNo hiring authority. Provides feedback on peers.No hiring authority. Provides informal feedback to juniors.Interviews candidates for junior roles, provides performance input on mentees.
Budget Allocation (Project/Programme)No budget authority. Tracks project expenses.Manages small project budgets up to £5K, escalates variances.Recommends project budgets up to £50K, gets Director approval.
Methodology & Tool SelectionUses prescribed tools and methodologies.Chooses appropriate methodology for routine tasks, gets manager approval for new tools.Selects methodologies and tools for projects, gets Director approval for significant new investments.

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 Programme Delivery Rate
Percentage of strategic initiatives within your portfolio that are delivered on time and within the agreed scope.
Target · 90%+ of managed programmes

If you're overseeing 5 key strategic projects, 4.5 of them (so, 4 or 5) should be hitting their deadlines and delivering what was promised, without major scope creep.

Long-Range Plan Accuracy
Variance between the 3-year strategic plan's key financial projections (e.g., revenue, EBITDA) and actual outcomes.
Target · Within +/- 10% variance

If the 3-year plan projected £100M in revenue for year 3, actual revenue of £92M-£108M would be considered on target. Anything outside that range means we need to dig into the assumptions.

Capital Allocation Efficiency
ROI or NPV of strategic investments you've helped champion or evaluate, compared to initial business case projections.
Target · Average ROI >15% on projects you've led

You recommended a £2M investment in a new market entry. 18 months later, the project shows a £350K profit, giving a 17.5% ROI, which is great.

Team Development & Mentorship
Number of direct reports who demonstrate significant skill progression or are ready for promotion.
Target · At least one direct report promoted or ready for promotion within 18 months

One of your Strategic Planning Analysts, after 15 months under your guidance, is now independently leading smaller projects and is ready to step up to a Strategic Planning Associate role.

Strategic Recommendation Impact
How often your strategic recommendations are actually adopted and acted upon by senior leadership.
  • You're regularly invited to C-suite discussions, your proposals are frequently approved, and you see your ideas explicitly mentioned in executive communications. Business unit leaders proactively ask for your team's input on their annual plans.
Cross-Functional Alignment
Your ability to get different departments on the same page regarding strategic priorities and resource allocation.
  • You hear positive feedback from VPs in Product, Sales, and Marketing about your team's ability to facilitate agreement. There are fewer 'turf wars' or conflicting objectives between departments on projects you're involved with. People actually stick to the plan you helped create.
Quality of Strategic Insights
The depth and originality of the market and competitive insights your team uncovers, leading to new strategic opportunities or risk mitigation.
  • Your analyses frequently uncover 'blind spots' or unexpected market shifts. Leadership often references your team's insights in board meetings or investor calls. You're seen as the go-to person for understanding the competitive landscape.

5Would you like it

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

What people enjoy
Shaping the Company's Future

You'll be directly involved in the decisions that determine where the company goes next, from new market entries to major product investments. Your work isn't just advisory; it's foundational.

Leading the analysis for a potential £50M acquisition that will open up a completely new revenue stream for the business.

Solving Complex, Ambiguous Problems

You'll thrive on taking a big, messy business challenge with no obvious answer and breaking it down into a clear, actionable strategic plan. This isn't about following a playbook; it's about writing one.

Figuring out how to respond to a disruptive new competitor in a rapidly changing market, with limited historical data.

Building and Mentoring a High-Performing Team

You'll get a real kick out of seeing your direct reports grow, develop their strategic thinking, and deliver impactful work under your guidance. Their success is your success.

Guiding a junior analyst through their first complex financial model, helping them spot the critical assumptions and present it confidently to leadership.

What frustrates people
  • The 'Ivory Tower' Perception: Constantly battling the idea that strategy is detached from reality.
  • The CEO's 'Shiny Object' Syndrome: Your well-laid plans getting disrupted by new, unvetted ideas.
  • Accountability Without Authority: Being responsible for outcomes you don't fully control.
  • Death by a Thousand Re-forecasts: Endless updates to the long-range plan due to constant changes.
  • The 'Shelf-ware' Strategy: Your brilliant work gathering dust after presentation.
What this role does not give you
  • Direct operational control or day-to-day P&L ownership (that comes later).
  • A predictable, routine work schedule – expect urgent requests and shifting priorities.
  • The ability to make unilateral decisions on major investments without significant buy-in.

6Who you work with

This role directly impacts our long-term financial performance and market position. You're essentially the architect of how we allocate capital and resources across the business, making sure we're investing in the right areas to achieve our 3-5 year growth targets. Get it right, and we grow sustainably; get it wrong, and we risk falling behind competitors or wasting significant investment.

Inside the business
  • C-Suite (CEO, CFO, COO)
  • VP-level Business Unit Leads (e.g., VP Product, VP Sales)
  • Finance Leadership
  • Head of Corporate Development
Outside the business
  • Strategic partners (e.g., major vendors, joint venture partners)
  • Industry analysts (occasionally, for market insights)
  • Consulting firms (when engaged for specific projects)

7What you need before you start

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

  • Proven track record of leading complex strategic projects or programmes in a corporate strategy, management consulting, or corporate development role.
  • Demonstrable experience managing and mentoring junior analysts or associates, with a clear focus on their development.
  • Expert-level proficiency in financial modelling and quantitative analysis, with the ability to build models from scratch and present complex data simply.
  • Strong understanding of SaaS business models and key drivers of value creation.
  • Excellent executive communication skills, both written and verbal, with a knack for storytelling and influencing without direct authority.

8What to practise next

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

Advanced Predictive Analytics & Machine Learning Integration

Moving beyond descriptive analysis, businesses need to predict future outcomes with greater accuracy. Integrating ML models into our planning platforms will give us a significant competitive edge in forecasting and scenario modelling.

Time series forecasting models (e.g., ARIMA, Proph · Regression analysis for identifying key drivers · Classification models for market segmentation or r · Model interpretability (explaining why a model mad · Deployment of ML models within planning platforms

  • This quarter: Take an online course on practical machine learning for business (e.g., Coursera, DataCamp).
  • Next quarter: Identify one specific forecasting challenge where an ML model could outperform our current methods. Build a proof-of-concept.
  • Within 6 months: Work with our data science team to explore how to integrate a simple ML model into our Anaplan environment for a specific use case.
  • Within 9 months: Present the business case for broader ML integration into our strategic planning processes.

Quick win: Start by simply using Python's `scikit-learn` or `statsmodels` libraries to run a more sophisticated regression on a data set you're already analysing in Excel. See what new insights pop out.

9Staying current once you are in

What people here do to keep up
  • Attend industry conferences focused on strategic planning, corporate development, or your sector's specific challenges.
  • Participate in workshops on advanced financial modelling or data storytelling.
  • Read leading business publications (e.g., Harvard Business Review, McKinsey Quarterly) to stay current on strategic thinking.
  • Actively mentor junior colleagues and seek out opportunities to lead internal training sessions.

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: Advanced Prompt Engineering & LLM-driven Analysis

Essential for future readiness in this role.

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

Your PlanIllustration

Built for Lead Strategist, Corporate Planning

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

  1. Manage Travel Planning ProjectsOpen University Awarding Body · covers 1 of 6 standardsLevel 5
  2. Plan Change in Own Area of ResponsibilitySkills and Education Group Awards · covers 1 of 6 standardsLevel 5
  3. Travel Plan DevelopmentOpen University Awarding Body · covers 1 of 6 standardsLevel 5
  4. Transport PlanningThe Chartered Institute of Logistics and Transport in the UK · covers 1 of 6 standardsLevel 5
  5. Data AnalyticsPearson Education Ltd · covers 1 of 6 standardsLevel 5
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.

Advanced Prompt Engineering & LLM-driven Analysis

Essential for future readiness in this role.

  • Context windows and token limits (understanding wh
  • Temperature settings for different tasks (creativi
  • RAG (Retrieval Augmented Generation) architectures
  • Output validation and hallucination detection (spo
  • Prompt chaining for complex analysis (breaking dow

Data Storytelling for Non-Technical Audiences

Essential for future readiness in this role.

  • The SCQA framework (Situation, Complication, Quest
  • Visualisation best practices for executive audienc
  • Identifying the 'so what' and 'now what' for every
  • Using analogies and metaphors to explain complex c
  • Building a 'story bank' of successful strategic ou

What you’ll use

Skills this role draws on

Technical

  • Strategic Planning Frameworks
  • Financial Modelling & Capital Allocation
  • Market & Competitive Intelligence
  • Scenario Planning & Future Foresight

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

    Senior Strategic Planner (L3) at Zavmo

    3-5 years as an L3

    Skills to master

    • Mastering end-to-end project leadership, developing strong stakeholder relationships with mid-level management, and consistently delivering actionable insights. You'd also be mentoring 1-2 junior team members.

    You're ready to move on when

    • Consistently leads small-to-medium strategic projects independently.
    • Proactively identifies and frames strategic problems for leadership.
    • Receives positive feedback on mentorship and guidance of junior colleagues.
    • Can present complex analyses clearly to Director-level audiences.
  2. 2

    Management Consultant (Senior Associate/Manager)

    5-8 years in consulting

    Skills to master

    • Experience leading client engagements, managing project teams, and developing strategic recommendations for diverse clients. You'd bring a strong toolkit of frameworks and problem-solving approaches.

    You're ready to move on when

    • Led multiple workstreams or small engagements for consulting clients.
    • Managed project teams of 2-4 consultants.
    • Demonstrated strong client relationship management skills.
    • Experienced in presenting strategic recommendations to senior client executives.
  3. 3

    Corporate Development Manager

    6-10 years in corporate development

    Skills to master

    • Deep expertise in M&A lifecycle, from target screening and due diligence to integration planning. Strong financial modelling skills for deal evaluation.

    You're ready to move on when

    • Played a lead role in multiple M&A transactions (e.g., due diligence lead, integration planning lead).
    • Built and presented complex M&A financial models.
    • Managed cross-functional teams during deal execution.
    • Demonstrated understanding of post-merger integration challenges.

11Where this role leads

The long view:Your career path here isn't a rigid ladder; it's more like a tree with many branches. We're here to help you find the path that best suits your strengths and ambitions, whether that's leading bigger teams, becoming a deep subject matter expert, or even moving into a general management role.

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 Lead Strategist, Corporate Planning 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

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:

Manage Travel Planning ProjectsLevel 5

Applied to your work in Lead Strategist, Corporate Planning

By completing this unit, learners will be able to carry out travel awareness, planning and behaviour management projects, and prepare marketing and travel information for travel planning programmes.

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 Lead Strategist, Corporate Planning

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 Programme Delivery RatePercentage of strategic initiatives within your portfolio that are delivered on time and within the agreed scope.If you're overseeing 5 key strategic projects, 4.5 of them (so, 4 or 5) should be hitting their deadlines and delivering what was promised, without major scope creep.90%+ of managed programmes
  • Long-Range Plan AccuracyVariance between the 3-year strategic plan's key financial projections (e.g., revenue, EBITDA) and actual outcomes.If the 3-year plan projected £100M in revenue for year 3, actual revenue of £92M-£108M would be considered on target. Anything outside that range means we need to dig into the assumptions.Within +/- 10% variance
  • Capital Allocation EfficiencyROI or NPV of strategic investments you've helped champion or evaluate, compared to initial business case projections.You recommended a £2M investment in a new market entry. 18 months later, the project shows a £350K profit, giving a 17.5% ROI, which is great.Average ROI >15% on projects you've led
  • Team Development & MentorshipNumber of direct reports who demonstrate significant skill progression or are ready for promotion.One of your Strategic Planning Analysts, after 15 months under your guidance, is now independently leading smaller projects and is ready to step up to a Strategic Planning Associate role.At least one direct report promoted or ready for promotion within 18 months
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 Lead Strategist, Corporate Planning to Director of Strategic Planning (L5), and whatever you decide comes after.

Level 5 · in progressAI Fluency→ Director of Strategic Planning (L5)→ your design
Where this takes you

Your career path here isn't a rigid ladder; it's more like a tree with many branches. We're here to help you find the path that best suits your strengths and ambitions, whether that's leading bigger teams, becoming a deep subject matter expert, or even moving into a general management role.

See Your Progress GrowIllustration
Lead Strategist, Corporate Planning
  • Strategic Planning Frameworks
  • Financial Modelling & Capital Allocation
  • Market & Competitive Intelligence
  • Scenario Planning & Future Foresight
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

Lead Strategist, Corporate Planning is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Strategic Planning (L5)

    3-5 years in this Lead Strategist role

    You'll move from managing programmes to directing a major pillar of the strategy function, overseeing a larger team (10-25 people, including other managers), and becoming a trusted advisor to VPs and SVPs.

    • Enterprise Portfolio Management: Managing the entire portfolio of strategic initiatives across the company.
    • Advanced Corporate Development: Leading larger, more complex M&A deals or divestitures.
    • Board-Level Communication: Preparing and occasionally presenting strategic updates to the Board.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, strategic planning involves a lot of heavy lifting: data crunching, market research, drafting documents, and aligning stakeholders. What if you could cut out a significant chunk of the tedious, repetitive stuff and focus on the actual strategic thinking?

Our team is already experimenting with AI to make our lives easier, and we want you to lead the charge. We're building an internal AI Productivity Hub to help everyone, and as a Lead Strategist, you'll be at the forefront of applying these tools to our most critical planning processes.

Automated QBR & Performance Reporting

Imagine AI agents pulling data from Snowflake, Salesforce, and Anaplan to generate the first draft of your Quarterly Business Review deck. It'll populate standard slides with updated charts, variance analysis, and initial commentary on performance versus plan. You'll spend your time refining the narrative, not wrestling with data.

Predictive Forecasting & Scenario Analysis

Use machine learning models to analyse historical data and external indicators (like economic trends) for more accurate baseline forecasts. Then, use AI to rapidly simulate the impact of different strategic decisions – a price change, a new market entry – on our long-range plan. You'll test more scenarios in less time, making our plans more robust.

AI-Powered Market & Competitive Synthesis

Deploy AI tools to constantly monitor and synthesise competitor earnings calls, patent filings, product announcements, and industry news. The AI will give you a daily or weekly executive summary, highlighting key threats, opportunities, and strategic shifts. No more sifting through hundreds of articles; just the actionable insights you need.

Strategic Narrative & Comms Drafting

Overcome the 'blank page' problem by using Generative AI to create initial drafts of key strategic documents: the annual plan narrative, board presentation talking points, or an all-hands communication about a new direction. You'll focus on adding nuance and impact, not just getting words on paper.

Common questions

Common questions

How do you become a Lead Strategist, Corporate Planning?

Common routes in include Senior Strategic Planner (L3) at Zavmo (3-5 years as an L3), Management Consultant (Senior Associate/Manager) (5-8 years in consulting) and Corporate Development Manager (6-10 years in corporate development). Times vary with prior experience.

Where can a Lead Strategist, Corporate Planning progress to?

This role can lead on to Director of Strategic Planning (L5) (3-5 years in this Lead Strategist role), depending on the skills you build.

What level is a Lead Strategist, Corporate Planning in the UK?

This role aligns to RQF Level 5 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 Lead Strategist, Corporate Planning?

Increasingly, Advanced Prompt Engineering & LLM-driven Analysis and Data Storytelling for Non-Technical Audiences. 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 Lead Strategist, Corporate Planning, 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 6 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 Lead Strategist, Corporate Planning: 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 5

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 planning skills you'll develop here are highly transferable. You could move into similar lead strategy roles in other fast-growing technology companies, FinTechs, or even into private equity or venture capital firms, where your ability to evaluate business models and market opportunities would be invaluable.

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.