United Kingdom · Customer Service · C-Suite (20+ years)

Chief Customer Service Officer

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 (20+ years)
Reports toChief Executive Officer (CEO)
UK framework levelUsually an executive or board-level role

Also advertised as Chief Customer Officer (CCO) · VP, Global Customer Experience · Executive Director, Customer Success

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

As our Chief Customer Service Officer, you'll be the ultimate voice of the customer at the executive table. You're not just managing a department; you're defining the entire customer experience strategy across the business, from first touch to renewal and beyond. This role is about shaping our company's reputation and driving long-term growth by making sure our customers don't just stick around, but truly thrive with us. It's a big job, with huge stakes.

2What you'd actually use

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

Salesforce (Enterprise CRM)Architect

Defining enterprise-wide CRM strategy, working with RevOps to implement new objects and integrations, using executive dashboards for strategic account health and pipeline analysis.

Gainsight (Customer Success Platform)Architect

Owning the enterprise Gainsight strategy, making decisions on new module purchases (e.g., PX, RO), and integrating it with other platforms for C-level reporting and predictive analytics.

Zendesk (Global Support Platform)Strategic

Overseeing the global support strategy, using Zendesk Explore data in conjunction with Gainsight to build predictive models for churn based on support interaction volume and sentiment, ensuring efficient resolution at scale.

Tableau (Business Intelligence)Architect

Defining the BI strategy for the entire Customer Success organisation, working with data engineering to create enterprise-wide data models and executive dashboards in Tableau Server for Board-level reporting.

Confluence (Knowledge Management)Strategic

Overseeing the entire knowledge management strategy, ensuring alignment between internal playbooks, external help centres, and product documentation across the global organisation.

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 (Customer Experience)	N/A	N/A	N/A
P&L Management & Budget Allocation	N/A	N/A	N/A
Organisational Design & Senior Hiring	N/A	N/A	N/A
Major Technology Investments	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.

Global Net Revenue Retention (NRR)

Measures our ability to retain and grow revenue from our existing customer base, including upsells and cross-sells.

Target · Consistently above 115% year-on-year

Achieving an NRR of 120% means that for every £100 of revenue at the start of the year, we're now getting £120 from that same customer cohort, even after accounting for churn.

Customer Lifetime Value (CLV)

The predicted total revenue a customer will generate over their relationship with us.

Target · Increase CLV by 20% over a 3-year period

By improving onboarding and adoption programmes, we extend customer relationships and increase average deal size, moving our average CLV from £500K to £600K per enterprise client.

Customer Acquisition Cost (CAC) Payback Period

How quickly we recoup the cost of acquiring a new customer, heavily influenced by retention and expansion.

Target · Reduce average CAC payback period to under 12 months

If it costs £100K to acquire a customer, and they generate £10K/month, a 10-month payback period means we're profitable faster, freeing up capital for growth.

Customer Experience (CX) Index Score

A composite score reflecting overall customer satisfaction, loyalty, and ease of doing business, often derived from NPS, CSAT, and internal quality audits.

Target · Achieve a top-quartile industry benchmark score (e.g., 80+)

Moving our overall CX Index from 70 to 82 demonstrates a significant improvement in how customers perceive and interact with our brand, leading to better retention.

Board and Investor Confidence

The level of trust and confidence the Board and investors have in the company's customer strategy and its execution.

Regularly invited to present to the Board
positive feedback from investor calls regarding customer strategy
ability to secure budget for strategic CX initiatives
perceived as a key driver of company valuation.

Organisational Customer-Centricity

How deeply customer insights and needs are embedded into decision-making across all departments (Product, Sales, Marketing, Engineering).

Customer feedback directly influencing product roadmap decisions
Sales teams actively using CS insights for deal qualification
Marketing campaigns reflecting customer success stories
a 'customer-first' mentality evident in cross-functional meetings and company culture.

Strategic Partnership & Ecosystem Health

The strength and effectiveness of relationships with key external partners and the health of our customer ecosystem.

Successful co-selling and co-marketing initiatives with partners
positive feedback from partner leadership
a thriving customer community that drives peer-to-peer support and advocacy
successful customer advisory board (CAB) engagement.

Executive Talent Development & Retention

The ability to attract, develop, and retain top-tier leadership within the Customer Service organisation.

Low attrition rates for Directors and VPs
a clear succession plan for key leadership roles
internal promotions to senior positions
a reputation as an excellent place for customer service professionals to grow their careers.

5Would you like it

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

What people enjoy

Shaping Enterprise Strategy

You'll spend time in executive meetings, influencing the overall company direction, not just your department's. This means contributing to M&A discussions, product roadmap prioritisation, and market expansion plans.

Successfully arguing for a significant investment in a new customer education platform, demonstrating its impact on NRR and product adoption at the Board level.

Driving Large-Scale Transformation

You're building and rebuilding entire organisational capabilities, implementing new technologies, and shifting cultural mindsets across hundreds or thousands of employees. It's about moving big levers.

Leading a multi-year programme to unify disparate customer support systems into a single, AI-powered platform, resulting in a 30% improvement in resolution times.

Impacting Shareholder Value

Your decisions directly translate into revenue retention, customer growth, and ultimately, the company's valuation. You'll be accountable for P&L, and your success will be visible to investors.

Presenting quarterly to investors on the health of our customer base and the strategic initiatives driving NRR, directly impacting stock price and investor confidence.

What frustrates people

The sheer pace of market change outstripping internal development capabilities.
Navigating competing priorities and budget battles with other C-suite leaders.
Dealing with legacy systems and technical debt that hinder innovation.
The challenge of embedding a truly customer-centric mindset across every department.
Managing investor expectations while making long-term strategic investments.

What this role does not give you

Daily, hands-on customer interaction (you're leading, not doing the frontline work).
A quiet, predictable work environment (expect constant strategic shifts and crises).
The luxury of avoiding difficult conversations about performance or resource allocation.
A role where you can avoid public scrutiny from investors, analysts, or the media.

6Who you work with

This role is absolutely critical for our long-term success. You'll be directly accountable for customer retention, expansion, and overall satisfaction across the entire company. Your decisions will shape our brand reputation, influence product development, and directly impact our financial performance, particularly our recurring revenue streams. Essentially, you're the guardian of our customer relationships and a primary driver of enterprise value.

Inside the business

CEO and Executive Leadership Team
Board of Directors
Chief Product Officer
Chief Sales Officer
Chief Marketing Officer
Chief Financial Officer

Outside the business

Key Enterprise Customers (CEOs, CIOs, VPs)
Industry Analysts (e.g., Gartner, Forrester)
Investors and Shareholders
Regulatory Bodies
Strategic Partners and Vendors

7What you need before you start

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

Proven track record of leading large, global customer service or success organisations (100+ employees) to achieve significant NRR and CLV targets.
Extensive experience (10+ years) in a Director or VP-level customer-facing role within a B2B SaaS environment, managing P&L of £2M+.
Demonstrable experience in designing and implementing enterprise-wide customer experience strategies and transformation programmes.
Strong financial acumen, including experience presenting financial performance and strategic investments to a Board of Directors and investors.
Exceptional ability to build and lead high-performing executive teams, with a focus on talent development and succession planning.

8What to practise next

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

Generative AI for Customer Service Automation

Generative AI is rapidly transforming how we handle routine customer queries, create content, and even personalise interactions. Understanding its capabilities and how to deploy it effectively will be key to scaling customer service operations without linearly increasing headcount.

Large Language Model (LLM) integration for self-service · Agent assist tools · Personalised content generation · Cost-benefit analysis of AI deployment

This quarter: Attend executive briefings or webinars on the latest advancements in generative AI for CX.
Next quarter: Spearhead a pilot project for an LLM-powered chatbot for a specific customer segment or use case.
Within 6 months: Develop a roadmap for integrating generative AI across key customer touchpoints, working with Product and Engineering.
Within 12 months: Present a strategic plan to the Board on the long-term impact of generative AI on our customer service operating model.

Quick win: Experiment with off-the-shelf generative AI tools (like ChatGPT or Claude) to draft internal communications or summarise complex reports. See how it can augment your own productivity first.

9Staying current once you are in

What people here do to keep up

Active participation in industry CCO/CXO forums and peer groups to stay abreast of market trends and best practices.
Regular engagement with leading industry analysts (Gartner, Forrester) to shape market perception and gain insights.
Mentoring rising leaders within the organisation and externally, contributing to the broader talent ecosystem.
Speaking at major industry conferences on customer experience, leadership, and digital transformation.
Serving on advisory boards for other companies or non-profits to broaden perspective and networks.

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 & Responsible CX

As AI becomes more embedded in every customer interaction—from chatbots to predictive analytics—the ethical implications are huge. Customers and regulators expect transparency, fairness, and privacy. 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 & Responsible CX

As AI becomes more embedded in every customer interaction—from chatbots to predictive analytics—the ethical implications are huge. Customers and regulators expect transparency, fairness, and privacy. Getting this wrong can lead to massive reputational damage and regulatory fines.

Algorithmic bias detection and mitigation
Explainable AI (XAI) in CX
Data privacy by design
Human-in-the-loop AI governance

Ecosystem Orchestration & Partner CX

Customers rarely use just one product; they use an ecosystem. Our ability to deliver a seamless experience often depends on how well we integrate with partners, resellers, and other vendors. The future of CX isn't just about *our* product, but how we fit into the customer's broader tech stack and business processes.

Joint success planning with partners
Partner enablement for CX
Data sharing agreements (ethical & secure)
Co-creation of customer value

What you’ll use

Skills this role draws on

Technical

Customer Health Scoring (Enterprise-level)
Churn Analysis & Mitigation (Global Strategy)
Voice of the Customer (VoC) Program Architecture
Onboarding & Adoption Frameworks (Scalable)
Customer Journey Mapping (End-to-End)

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
VP of Global Customer Success/Experience
5-10 years at VP level
Skills to master
- Mastering global team leadership, multi-million-pound P&L management, driving NRR/CLV for large business units, and influencing C-suite peers on strategic initiatives.
You're ready to move on when
- Consistently exceeding NRR targets for a large, complex business unit.
- Successfully leading major CX transformation programmes (e.g., new platform implementation).
- Building and retaining a high-performing leadership team (Directors, Senior Managers).
- Strong reputation as a strategic thinker and effective cross-functional leader.
2
General Manager / Business Unit Leader
7-12 years in GM/BU leadership
Skills to master
- Full P&L ownership for a significant business unit, including sales, marketing, product, and customer service. Developing a holistic business strategy and leading all functions.
You're ready to move on when
- Demonstrated ability to grow a business unit significantly (revenue, market share).
- Proven capability to lead diverse functional teams (sales, product, operations).
- Strong understanding of all aspects of business operations and market dynamics.
- Experience presenting comprehensive business plans and results to the Board.
3
Chief Operating Officer (COO)
8-15 years as COO or similar
Skills to master
- Optimising end-to-end operational efficiency, driving cross-functional execution, managing large-scale teams, and ensuring seamless delivery across the organisation.
You're ready to move on when
- Successfully optimising complex operational processes across multiple departments.
- Proven ability to drive significant cost efficiencies while maintaining quality.
- Exceptional programme management skills for large, company-wide initiatives.
- Strong track record of improving organisational effectiveness and scalability.

11Where this role leads

The long view:This role is a capstone for a distinguished career in customer service and a launchpad for even broader executive leadership. You'll leave a lasting legacy on our company's culture and market position, and the skills you hone here will set you up for continued success at the highest levels of business, whatever path you choose.

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 Chief Customer Service Officer 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:

Customer Service SkillsEntry Level

Applied to your work in Chief Customer Service Officer

This unit aims to provide learners with an understanding of the importance of good customer service and first impressions within an organisation. Learners will develop the skills to assist customers effectively by understanding their enquiries and needs. Upon completion, learners will be able to demonstrate effective customer service skills.

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 Chief Customer Service Officer

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.

Global Net Revenue Retention (NRR)Measures our ability to retain and grow revenue from our existing customer base, including upsells and cross-sells.Achieving an NRR of 120% means that for every £100 of revenue at the start of the year, we're now getting £120 from that same customer cohort, even after accounting for churn.Consistently above 115% year-on-year
Customer Lifetime Value (CLV)The predicted total revenue a customer will generate over their relationship with us.By improving onboarding and adoption programmes, we extend customer relationships and increase average deal size, moving our average CLV from £500K to £600K per enterprise client.Increase CLV by 20% over a 3-year period
Customer Acquisition Cost (CAC) Payback PeriodHow quickly we recoup the cost of acquiring a new customer, heavily influenced by retention and expansion.If it costs £100K to acquire a customer, and they generate £10K/month, a 10-month payback period means we're profitable faster, freeing up capital for growth.Reduce average CAC payback period to under 12 months
Customer Experience (CX) Index ScoreA composite score reflecting overall customer satisfaction, loyalty, and ease of doing business, often derived from NPS, CSAT, and internal quality audits.Moving our overall CX Index from 70 to 82 demonstrates a significant improvement in how customers perceive and interact with our brand, leading to better retention.Achieve a top-quartile industry benchmark score (e.g., 80+)

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 Chief Customer Service Officer to Chief Executive Officer (CEO), and whatever you decide comes after.

Level 8 · in progressAI Fluency→ Chief Executive Officer (CEO)→ your design

Where this takes you

This role is a capstone for a distinguished career in customer service and a launchpad for even broader executive leadership. You'll leave a lasting legacy on our company's culture and market position, and the skills you hone here will set you up for continued success at the highest levels of business, whatever path you choose.

See Your Progress GrowIllustration

Chief Customer Service Officer

Customer Health Scoring (Enterprise-level)
Churn Analysis & Mitigation (Global Strategy)
Voice of the Customer (VoC) Program Architecture
Onboarding & Adoption Frameworks (Scalable)
Customer Journey Mapping (End-to-End)

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

Chief Customer Service Officer is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Executive Officer (CEO)
3-7 years as CCO
Enterprise Leadership
- Full P&L for the entire company
- Leading all functional areas (Product, Sales, Marketing, Finance, HR, Legal)
- Public company leadership (if applicable)
- Macroeconomic and geopolitical awareness
Board Member / Non-Executive Director (NED)
2-5 years as CCO
Governance & Advisory
- Understanding diverse business models and industries at a strategic level
- Risk management and compliance oversight
- Capital allocation and shareholder value creation
- Executive compensation and incentive design

Working with AI on the job

Working with AI

Where AI is starting to help

As Chief Customer Service Officer, your time is incredibly valuable. You're focused on vision, strategy, and high-level impact. AI isn't here to replace that, but to amplify it, freeing you from the mundane and giving you more time for truly strategic work.

Imagine having a personal executive assistant that can synthesise vast amounts of information, draft complex communications, and identify critical trends before you even ask. That's the power AI brings to this C-suite role, allowing you to focus on leading, inspiring, and innovating.

Board-Ready Report Generation

Use AI to automatically pull enterprise-wide NRR, CLV, and CX data from Tableau, Gainsight, and Salesforce, then generate a first-draft, narrative-driven Board presentation or investor update. You'll spend your time refining the story, not wrestling with data points.

Predictive Strategic Insights

AI models can analyse global customer sentiment, market trends, and competitor moves to flag emerging risks or opportunities for our customer base months in advance. This means you're proactively shaping strategy, not just reacting to crises.

Executive Communication Drafting

Leverage AI to draft complex internal memos, external statements, or even initial versions of industry thought leadership pieces. Provide a few bullet points, and AI can construct a polished, professional communication, saving hours of writing time.

Global Market & Regulatory Analysis

AI can quickly summarise regulatory changes in different regions, analyse customer feedback from new markets, and provide competitive intelligence on global CX strategies. This gives you a comprehensive view without sifting through endless reports.

Common questions

How do you become a Chief Customer Service Officer?

Common routes in include VP of Global Customer Success/Experience (5-10 years at VP level), General Manager / Business Unit Leader (7-12 years in GM/BU leadership) and Chief Operating Officer (COO) (8-15 years as COO or similar). Times vary with prior experience.

Where can a Chief Customer Service Officer progress to?

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

What level is a Chief Customer Service Officer in the UK?

This role aligns to RQF Level 8 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 Chief Customer Service Officer?

Increasingly, AI Ethics & Responsible CX and Ecosystem Orchestration & Partner CX. 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 Chief Customer Service Officer, 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 11 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 Chief Customer Service Officer: 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 8

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

Other roles in Customer Service

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

If you leave this industry

The skills developed as a Chief Customer Service Officer are highly transferable across a wide range of industries, particularly within the technology, SaaS, and digital services sectors. Your ability to drive customer-centric growth, manage large organisations, and influence at the executive level is universally valued.

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.

Chief Customer Service Officer

What's rising in its place

AI Ethics & Responsible CX

Ecosystem Orchestration & Partner CX

Skills this role draws on

Technical

How you actually get there, here

VP of Global Customer Success/Experience

General Manager / Business Unit Leader

Chief Operating Officer (COO)

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

Board-Ready Report Generation

Predictive Strategic Insights

Executive Communication Drafting

Global Market & Regulatory Analysis

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.