UK

United Kingdom · Events and experiential marketing · C-Suite (20+ years)

VP, Global Events & Experiences

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) and Board of Directors
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief Experiential Officer · Global Head of Brand Experiences · SVP of Brand Activation

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

No confident skill match yet for VP, Global Events & Experiences. The closest we hold is below.

Pearson BTEC Level 3 National Extended Diploma in Sport and Outdoor Activities Pearson Education Ltd · Level 3 · covers 1 of 1 standard

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Marketing Communications Pearson BTEC Level 3 National Extended Diploma in Sport and Outdoor Activities

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Frontier Fluency the next wave, beyond mainstream AI

2AI and this work

Will AI change your work as a VP, Global Events & Experiences?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Ethical AI Integration & Responsible Experience Design
  • Metaverse & Immersive Experience Strategy
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your VP, Global Events & Experiences plan as you set up, starting with the free Automation Fluency module. No card.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

This role plans and leads a brand's live and digital events across the world, shaping how people experience it.

4What you'd actually use

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

Cvent, Bizzabo, Splash (or similar Event Management Platforms) Strategic

Leading platform selection, negotiation, and overseeing enterprise-wide data governance. Architecting the integration strategy with CRM, BI, and other core business systems to ensure a unified view of attendee data and ROI.

Smartsheet, Monday.com, Asana (or similar Project & Budget Mgmt) Strategic

Designing the master portfolio management framework for all global events. Analysing cross-project resource constraints and presenting portfolio-level budget roll-ups and forecasts to the CFO and Board.

AnyRoad, Glimpse, Tixel (or similar Experiential Analytics) Strategic

Defining the enterprise experiential measurement framework. Selecting and implementing analytics platforms. Using predictive analytics for event forecasting and strategic resource allocation across the global portfolio.

Tableau, Power BI (or similar Business Intelligence) Strategic

Architecting the end-to-end global event data strategy. Presenting BI insights to the C-suite to justify multi-million pound event investments and demonstrate strategic impact on brand and revenue.

Salesforce, HubSpot (or similar CRM & Marketing Automation) Strategic

Defining how event data integrates into the overall customer lifecycle and GTM strategy. Collaborating with Sales Ops and Marketing leadership on enterprise-wide lead routing, scoring rules, and customer segmentation strategies.

Anaplan, Workday Adaptive Planning (or similar Financial Planning) Strategic

Building and defending the annual global events budget (£10M+). Modelling complex financial scenarios for new event concepts, market entries, or strategic pivots for Board-level review.

5What 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 in Where you are nowThe step above
Global Event Portfolio Strategy N/A N/A N/A
Major Vendor Selection & Negotiation N/A N/A N/A
Organisational Structure & Talent Strategy N/A N/A N/A
Crisis Management & Strategic Pivot N/A N/A N/A

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Global Experiential Portfolio ROI
The overall return on investment across our entire global events and experiential marketing portfolio, measured by influenced pipeline, revenue attribution, and brand equity growth.
Target · Deliver a 5-8x influenced pipeline to cost ratio, and a 3-5% lift in key brand perception metrics (e.g., brand favourability, purchase intent) annually.

In Q3, our global events portfolio influenced £25M in pipeline at a cost of £4M, yielding a 6.25x ROI. Post-event surveys showed a 4% increase in brand trust among attendees.

P&L Management & Budget Optimisation
Accountability for the multi-million pound global events budget, ensuring financial discipline, strategic allocation, and identifying opportunities for efficiency without compromising experience quality.
Target · Maintain overall portfolio budget within +/- 2% variance of approved plan, and identify 5-10% cost efficiencies year-over-year through strategic vendor negotiations and process improvements.

Managed the £15M global events budget for FY24 to within 1.5% variance, while negotiating new venue contracts that saved £750K (5%) on major events for FY25.

Market Share & Brand Perception Growth
The extent to which our experiential strategy contributes to increasing our market share in key segments and significantly enhancing our brand's reputation and differentiation against competitors.
Target · Achieve a 2-3 percentage point increase in market share in priority regions/segments, and a 5-point improvement in brand distinctiveness scores (as measured by external brand tracking) within 18 months.

Following the Q2 global product launch event, our market share in EMEA increased by 2.5 percentage points, and brand perception studies showed a significant uplift in 'innovative' and 'customer-centric' attributes.

Strategic Alignment & Executive Buy-in
The degree to which the global events strategy is fully integrated with and directly supports the company's overarching business objectives, with clear endorsement from the CEO and Board.
Target · 100% of major experiential initiatives directly mapped to and demonstrably supporting at least one top-3 corporate strategic objective, with regular, positive Board-level review.

Our Q4 experiential roadmap was presented to the Board, showing direct alignment with all three FY25 strategic pillars (new market entry, customer retention, talent acquisition), receiving unanimous approval and additional funding.

Executive & Board Confidence
The level of trust and confidence the CEO and Board place in your strategic direction and execution for global events and experiences. This is about being seen as a credible, indispensable voice at the executive table.
  • You're proactively sought out for strategic counsel on major business initiatives, not just event logistics. The Board consistently approves your proposals with minimal challenge. Your team's performance is regularly highlighted as a key business driver in executive reports. You're invited to contribute to broader company strategy sessions beyond your direct remit.
Organisational Influence & Collaboration
Your ability to effectively rally disparate global teams (Sales, Product, Marketing, HR, Legal) around a unified experiential vision, ensuring seamless execution and shared ownership of outcomes.
  • You consistently secure cross-functional resources and budget for major initiatives without significant friction. Other executive leaders actively champion your experiential programmes within their own departments. There's a clear, shared understanding of the value of events across the organisation, not just within your team. Post-event 'wash-ups' consistently highlight strong inter-departmental collaboration.
Talent Development & Succession Planning
Your track record in building and nurturing a world-class global events and experiences team, ensuring strong leadership at all levels and robust succession plans for critical roles.
  • Your direct reports are frequently promoted into more senior roles within the company or are headhunted externally. There's a clear, documented succession plan for all key leadership positions within your organisation. Employee engagement scores within your department are consistently high. You're recognised as a strong mentor and developer of talent across the business.
External Reputation & Thought Leadership
Your standing as an industry leader and innovator in experiential marketing, enhancing the company's external reputation and attracting top talent and strategic partners.
  • You're regularly invited to speak at major industry conferences or contribute to leading publications. Our company is consistently cited as a benchmark for experiential excellence. Top talent actively seeks to join your team. Strategic partners approach us because of our reputation for cutting-edge events.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping Global Brand Perception

You'll spend your days thinking about how our brand's physical presence impacts our reputation, market share, and customer loyalty. This means strategic planning sessions, reviewing global event designs, and approving major campaigns that will define how we're seen by millions.

Leading the strategic design for our annual global summit, knowing it will be covered by major media outlets and set the tone for our industry for the next year.

Driving Enterprise-Level Business Impact

Your focus is on the bottom line: how do events contribute to multi-million pound revenue, pipeline, and customer lifetime value? You'll be deep in P&L reviews, ROI modelling, and presenting business cases to the Board, directly linking experiential spend to tangible financial results.

Presenting to the Board on how our new regional event strategy contributed to a 15% increase in pipeline generation in key growth markets.

Building & Leading World-Class Global Teams

You get a real buzz from developing leaders, fostering a culture of excellence, and seeing your global team thrive. This means significant time dedicated to talent strategy, mentorship, performance reviews, and ensuring your organisation has the right structure and capabilities to deliver on ambitious goals.

Mentoring a Director to successfully launch a new experiential programme in a challenging market, then seeing them promoted to a VP role.

What frustrates people
  • Dealing with intense scrutiny from the Board and investors who demand precise ROI for every pound spent on brand experiences, even when the impact is long-term and qualitative.
  • Navigating complex global regulatory hurdles, compliance issues, and unforeseen geopolitical events that can derail multi-million pound programmes overnight.
  • Managing the inevitable 'swoop and poop' from a C-suite peer who, having ignored months of planning, suddenly demands a radical change to a flagship event days before launch.
  • The sheer emotional and physical toll of being 'on' 24/7 during major global events, knowing that any mistake could have company-wide repercussions.
  • The constant tension between pushing for innovative, boundary-pushing experiences and the commercial realities of budget constraints and operational limitations.
What this role does not give you
  • A predictable 9-to-5 schedule; global events mean global hours and often working weekends.
  • A role where you can avoid direct financial accountability for large P&Ls.
  • A quiet, low-stress environment; this is a high-octane, high-visibility position.
  • The luxury of focusing solely on creative concepts without deep commercial and operational considerations.

8Who you work with

Your decisions here directly influence our global brand equity, market share, customer loyalty, and ultimately, our multi-million pound revenue streams. A successful experiential strategy can be the differentiator that captures new markets or solidifies our position as an industry leader. Get it wrong, and you risk reputational damage, significant financial losses, and a weakened connection with our most important audiences. This role is about shaping the company's future through compelling experiences.

Inside the business
  • CEO and Executive Leadership Team
  • Board of Directors
  • Chief Marketing Officer (CMO)
  • Chief Revenue Officer (CRO)
  • Chief Financial Officer (CFO)
  • Chief People Officer (CPO)
  • Heads of Product and Engineering
Outside the business
  • Major Event Venues and Production Agencies
  • Strategic Brand Partners and Sponsors
  • Industry Analysts and Media
  • Key Investors and Shareholder Groups
  • Regulatory Bodies and Local Governments

9What you need before you start

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

  • Proven track record (20+ years) of progressive leadership roles in global events, experiential marketing, or brand activation, with at least 5 years at a Director or VP level.
  • Demonstrable experience managing multi-million pound P&Ls and driving significant revenue or brand equity impact through experiential strategies.
  • Extensive experience leading and developing large, geographically dispersed teams (100+ individuals, including senior leaders and managers).
  • Deep expertise in enterprise-level brand strategy, market positioning, and customer journey mapping.
  • A strong network of senior contacts within the global events industry, including top-tier venues, production agencies, and technology providers.
  • Demonstrated ability to present to and influence C-suite executives and Board members on strategic initiatives and financial performance.

10What to practise next

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

Advanced Data Governance & Privacy Architecture

With increasing global data regulations and the sheer volume of attendee data, robust data governance is no longer optional—it's a Board-level imperative. You'll need to architect secure, compliant, and integrated data flows across all experiential platforms. Critical within 12 months.

Enterprise data lifecycle management for event dat · Global data residency and sovereignty requirements · Consent management platforms (CMPs) for experienti · Data anonymisation and pseudonymisation techniques · Integrating event data with enterprise CRM, CDP, a

  • This quarter: Conduct a comprehensive audit of our current event data architecture and identify all data points, storage locations, and compliance risks.
  • Next quarter: Partner with our CISO and Legal team to develop a robust data governance framework specifically for global events and experiences.
  • Month 6: Oversee the implementation of a new consent management platform across all event registration and engagement tools.
  • Month 9: Present a 'Data Trust & Innovation' strategy to the Board, outlining how we're safeguarding attendee data while extracting maximum value.

Quick win: Ensure all global event contracts include clear data ownership, usage, and deletion clauses that align with our enterprise privacy policies.

Predictive Analytics for Global Market Shaping

Moving beyond reactive reporting, you'll need to use predictive analytics to anticipate market shifts, forecast the success of new experiential formats, and proactively identify opportunities to shape industry trends. This is about being a step ahead of the competition. Important within 18 months.

Machine learning models for event attendance and e · Sentiment analysis for pre-event market perception · Econometric modelling to quantify the long-term br · Scenario planning using predictive models for budg · Integrating external market data (economic, social

  • This quarter: Partner with our Data Science team to explore existing predictive models that could be adapted for event forecasting.
  • Next quarter: Initiate a pilot project to build a predictive model for attendee registration and engagement for an upcoming flagship event.
  • Month 6: Evaluate the accuracy and business impact of the pilot model, refining it for broader application.
  • Month 12: Develop a 'Predictive Experiential Intelligence' roadmap, outlining how we'll use advanced analytics to inform all major strategic decisions.

Quick win: Start by using existing BI tools to identify correlations between historical event data and external market indicators. Challenge your team to move beyond descriptive analytics to predictive insights.

11Staying current once you are in

What people here do to keep up
  • Regularly attending and speaking at major global industry conferences (e.g., IMEX, Event Tech Live, Cannes Lions) to stay abreast of cutting-edge trends and network with peers.
  • Participating in executive leadership forums or peer groups focused on global brand strategy, marketing innovation, or digital transformation.
  • Engaging in continuous learning around emerging technologies like AI, metaverse platforms, and advanced analytics, understanding their strategic implications for experiential marketing.
  • Mentoring rising talent within the company and the broader industry, demonstrating a commitment to developing future leaders.
  • Publishing thought leadership articles or contributing to industry whitepapers on the future of brand experiences and their business impact.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

Ethical AI Integration & Responsible Experience Design

AI is rapidly changing how we personalise, analyse, and even create experiences. However, the ethical implications—data privacy, bias, transparency—are becoming paramount. Boards and consumers will demand responsible AI use. This is critical within 12 months.

  • AI ethics frameworks in event tech
  • Algorithmic bias detection and mitigation in perso
  • Transparent data collection and usage policies for
  • Balancing hyper-personalisation with attendee priv
  • Legal and reputational risks of AI misuse in publi

Metaverse & Immersive Experience Strategy

While still nascent, the metaverse and other immersive digital environments represent the next frontier for brand interaction. As physical and digital worlds converge, our brand needs a coherent strategy for engaging audiences in these new spaces. This is important within 18-24 months.

  • Understanding different metaverse platforms (e.g.,
  • Designing persistent, interactive brand environmen
  • Monetisation strategies for virtual experiences (e
  • Integrating physical and virtual experiences (phyg
  • Measuring engagement and ROI in immersive digital

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Event Portfolio Strategy & Architecture
  • Advanced ROI & Attribution Modelling for Experiential
  • Experience Design (XD) & Journey Mapping (Enterprise Scale)
  • Sponsorship & Partnership Ecosystem Strategy (Global)
  • Advanced Logistical & Risk Modelling (Global)
  • Brand Narrative Arc & Content Curation (Enterprise)

14The pathway

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

    Director, Global Brand Activation Strategy (L6)

    3-5 years

    Skills to master

    • Mastering enterprise-level P&L management (£2M-£10M+), driving multi-year business unit transformation, shaping go-to-market strategy through experiential, and presenting regularly to the C-suite.

    You're ready to move on when

    • Consistently exceeding multi-million pound P&L targets for a major business unit or global portfolio.
    • Successfully leading and integrating a significant M&A event or major strategic pivot.
    • Building and retaining a high-performing team of 25-100+ individuals, including multiple Directors.
    • Recognised internally and externally as a key strategic voice shaping business unit direction.
  2. 2

    VP, Global Marketing / Chief Marketing Officer (CMO)

    4-6 years

    Skills to master

    • Broadening scope beyond events to encompass all aspects of global marketing (digital, content, PR, product marketing). Developing a holistic enterprise-wide marketing strategy and leading a larger, more diverse marketing organisation.

    You're ready to move on when

    • Demonstrating deep understanding and strategic impact across multiple marketing disciplines, not just experiential.
    • Successfully leading highly complex, integrated global marketing campaigns that deliver significant business results.
    • Proving ability to manage a much larger, more diverse marketing budget and team.
    • Strong relationships and influence across all C-suite functions, demonstrating readiness for broader executive leadership.
  3. 3

    Principal, Experiential Marketing (L5) in a larger, more complex organisation

    3-4 years

    Skills to master

    • Transitioning from leading a major pillar of a global portfolio to owning the entire strategy for a major function (e.g., all 1st party events, all 3rd party sponsorships) within a significantly larger, more complex enterprise. Managing a team of managers and influencing C-level decisions.

    You're ready to move on when

    • Successfully scaling experiential strategies to new, highly complex international markets.
    • Driving significant innovation in experiential marketing that becomes an industry benchmark.
    • Demonstrating exceptional ability to build and lead high-performing teams of 10-25+ individuals, including managers.
    • Consistent track record of influencing C-level decisions and securing significant investment for experiential initiatives.

15Where this role leads

The long view: This role can lead to positions such as Chief Marketing Officer, Chief Commercial Officer, or Chief Executive Officer. It can also lead to work as an independent consultant or adviser on experiential marketing.

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, Global Events & Experiences is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Marketing Officer (CMO) / Chief Brand Officer (CBO)
  • Chief Executive Officer (CEO) / Managing Director

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Marketing Communications, worked against VP, Global Events & Experiences.

Marketing Communications Level 3

Applied to your work in VP, Global Events & Experiences

This unit aims to provide learners with an understanding of marketing communications and its role in achieving marketing objectives. Learners will investigate various marketing communications techniques to raise awareness and boost revenue, and develop a marketing communications plan for a specific product or service.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 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.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
VP, Global Events & Experiences
  • Global Event Portfolio Strategy & Architecture
  • Advanced ROI & Attribution Modelling for Experiential
  • Experience Design (XD) & Journey Mapping (Enterprise Scale)
  • Sponsorship & Partnership Ecosystem Strategy (Global)
  • Advanced Logistical & Risk Modelling (Global)
  • Brand Narrative Arc & Content Curation (Enterprise)
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.

16The 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, Global Events & Experiences is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Marketing Officer (CMO) / Chief Brand Officer (CBO)

    3-5 years

    Executive Leadership (C-Suite)

    • Advanced digital marketing transformation
    • Global brand equity management across all touchpoints
    • Integrated customer lifecycle management
    • Strategic agency and vendor ecosystem management across all marketing disciplines

  2. Chief Executive Officer (CEO) / Managing Director

    5-10 years

    Ultimate Executive Leadership (C-Suite)

    • M&A strategy and integration
    • Global market expansion and competitive strategy
    • Organisational culture and talent development across the entire company
    • Public relations and crisis management at the highest corporate level
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the C-suite level, your time is your most valuable asset. AI isn't here to replace your strategic brain; it's here to free it up from the tactical noise, giving you more bandwidth to focus on market-shaping vision, Board-level engagement, and truly innovative experiences. Think of AI as your executive co-pilot, handling the heavy lifting of data synthesis, market analysis, and even initial strategic drafts.

For a VP of Global Events & Experiences, AI can transform how you understand market dynamics, predict event success, optimise multi-million pound budgets, and even craft compelling narratives for the Board. It's about making faster, more informed decisions and scaling your strategic influence without adding more hours to your already packed week.

Predictive Market & Trend Analysis

Use AI to rapidly analyse vast datasets of industry trends, competitor events, and consumer behaviour to identify emerging opportunities and risks for our global experiential strategy. It can forecast event attendance, engagement, and even potential ROI for new concepts with remarkable accuracy, informing your multi-year planning.

Global Budget Optimisation & Scenario Modelling

Leverage AI to model complex financial scenarios for your multi-million pound global event portfolio. It can identify cost efficiencies, optimise resource allocation across regions, and instantly show the financial impact of strategic pivots or new investments, giving you robust data to defend your P&L to the Board.

Executive Briefing & Narrative Generation

Feed AI your raw data, strategic objectives, and key insights, and watch it draft compelling executive summaries, Board presentations, and investor relations narratives. It can distil complex information into clear, persuasive language, saving you hours on crafting the perfect message for high-stakes audiences.

Strategic Partnership & Sponsorship Matching

Employ AI to identify and vet potential strategic partners and sponsors for global events, analysing their brand alignment, audience demographics, and past engagement data. It can even suggest bespoke partnership tiers and activation ideas that maximise value for all parties, accelerating your business development efforts.

Common questions

Common questions

How do you become a VP, Global Events & Experiences?

Common routes in include Director, Global Brand Activation Strategy (3-5 years), VP, Global Marketing / Chief Marketing Officer (CMO) (4-6 years) and Principal, Experiential Marketing in a larger, more complex organisation (3-4 years). Times vary with prior experience.

Where can a VP, Global Events & Experiences progress to?

This role can lead on to Chief Marketing Officer (CMO) / Chief Brand Officer (CBO) (3-5 years) and Chief Executive Officer (CEO) / Managing Director (5-10 years), depending on the skills you build.

What new skills matter most for a VP, Global Events & Experiences?

Increasingly, Ethical AI Integration & Responsible Experience Design and Metaverse & Immersive Experience Strategy. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where to go from here

Other roles at Level 7

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

 More jobs in events and experiential marketing

Stay in the field you know and move sideways rather than up.
If you leave this industry

Skills in strategic brand building, global team leadership, budget management and crisis handling transfer across industries, particularly those with strong consumer-facing brands such as technology, luxury goods, automotive and entertainment. This experience can lead to broader marketing roles in other sectors, or into general management.

This role profile is © 2026 Growth 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. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. 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.