UK

United Kingdom · Events and experiential marketing · Lead (8-12 years)

Group Exhibition Manager

Here is the whole job, in plain words. What it is, 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.

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  • Experience bandLead (8-12 years)
  • Direct reports3-8 reports
  • Reports toExhibition Director
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Exhibition Portfolio Lead · Lead Exhibition Director · Regional Events Lead (Exhibitions) · Head of Exhibitions (Specific Sector)

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

OCNLR Level 3 Award in Performing Arts OCN London · Level 3 · covers 1 of 10 standards
OCNLR Level 3 Diploma in Performing Arts OCN London · Level 3 · covers 1 of 10 standards
Cambridge OCR Level 3 Cambridge Technical Certificate in Performing Arts Cambridge OCR · Level 3 · covers 1 of 10 standards
Cambridge OCR Level 3 Cambridge Technical Extended Diploma in Performing Arts Cambridge OCR · Level 3 · covers 1 of 10 standards
Cambridge OCR Level 3 Cambridge Technical Diploma in Performing Arts Cambridge OCR · Level 3 · covers 1 of 10 standards
RSL Level 3 Extended Certificate in Creative and Performing Arts RSL Awards Ltd · Level 3 · covers 1 of 10 standards

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

The units you would start with

Performing Arts Administration and Management OCNLR Level 3 Award in Performing Arts
Performing Arts Administration and Management OCNLR Level 3 Diploma in Performing Arts
Community arts project Cambridge OCR Level 3 Cambridge Technical Certificate in Performing Arts
Community arts project Cambridge OCR Level 3 Cambridge Technical Diploma in Performing Arts
Events Management RSL Level 3 Extended Certificate in Creative and Performing Arts

The future skills this job leans on

Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Your Plan Illustration

Built for Group Exhibition Manager

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

  1. Performing Arts Administration and Management OCN London · covers 1 of 10 standards Level 3
  2. Performing Arts Administration and Management OCN London · covers 1 of 10 standards Level 3
  3. Community arts project Cambridge OCR · covers 1 of 10 standards Level 3
  4. Community arts project Cambridge OCR · covers 1 of 10 standards Level 3
  5. Events Management RSL Awards Ltd · covers 1 of 10 standards Level 3
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.

2AI and this work

Will AI change your work as a Group Exhibition Manager?

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

  • Hybrid Event Strategy & Monetisation
  • Sustainability & ESG Event Design
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 Group Exhibition Manager plan as you set up, starting with the free Growth Mindset module. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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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

A Group Exhibition Manager oversees a portfolio of related exhibitions, making sure each one hits its targets and grows.

4What you'd actually use

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

Event Management Platform (e.g., Cvent, Aventri, Bizzabo) Advanced

Overseeing the configuration of complex registration paths, managing sponsorship modules, ensuring integration with other platforms (like CRM), and training your team on best practices.

Floor Plan Software (e.g., ExpoCAD, a2z Events, SmartDraw) Expert

Designing new floor plans from scratch for multiple events, optimising for attendee flow and sponsor visibility, managing inventory, and ensuring version control across the portfolio.

CRM (e.g., Salesforce Sales Cloud, HubSpot) Advanced

Creating custom reports and dashboards to track sales velocity, pipeline health, and exhibitor/sponsor engagement across your portfolio. You'll ensure your team is using it effectively for lead management.

Project Management (e.g., Asana, Monday.com, Smartsheet) Expert

Building complex project plans ('workbacks') for multiple events, managing dependencies across your portfolio, automating workflows, and reporting on team capacity and progress to your Director.

Financial Planning & ERP (e.g., Anaplan, NetSuite, SAP S/4HANA) Advanced

Managing and re-forecasting the full P&L for your entire event portfolio, modelling different revenue/cost scenarios, and presenting detailed financial updates to senior leadership.

Lead Capture Technology (e.g., Cvent LeadCapture, Akkroo/Integrate) Advanced

Advising exhibitors across your events on best practices for lead capture, ensuring seamless integration of lead data into CRM post-show, and analysing lead quality reports to demonstrate ROI.

Executive Dashboards (e.g., Tableau, Power BI, Domo) Basic

Interpreting dashboards and speaking to the data for your specific events and portfolio performance during leadership reviews. You'll work with analysts to refine requirements for these dashboards.

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
Event P&L Management Submits expense reports and tracks budget vs. actuals for specific line items. Manages and re-forecasts a full event P&L, models different revenue/cost scenarios, presents financial updates to leadership. Owns the P&L for an entire event or small cluster, makes technical decisions on cost-saving measures, recommends budget shifts.
Venue Contract Negotiation Assists with gathering venue information, reviews basic contract terms. Negotiates standard clauses within pre-approved parameters, manages venue relationship post-contract. Leads negotiation for single-event contracts, identifies key risks, proposes alternative clauses.
Team Management & Hiring No direct reports, assists with onboarding. Provides informal guidance to junior staff, participates in interview panels. Mentors 0-2 junior team members, provides input on performance reviews.
Strategic Direction for Portfolio Executes tasks based on defined event strategy. Proposes improvements to existing event strategies, identifies minor market opportunities. Designs and implements workstreams within a defined event strategy, makes recommendations for strategic adjustments.

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.

Portfolio P&L Performance
Achieving or exceeding the gross profit targets for your entire cluster of exhibitions.
Target · Deliver a minimum of 40% gross margin across the portfolio, with less than 2% variance from re-forecasted budget.

Your Q3 forecast for the 'HealthTech World' portfolio was £1.5M profit, and you delivered £1.52M, hitting 41% gross margin. That's a win.

Exhibitor Rebooking Rate
The percentage of current exhibitors who commit to next year's show before the current one even closes. It's a key indicator of exhibitor satisfaction and future revenue health.
Target · Achieve an average 75%+ exhibitor rebooking rate across your portfolio.

At 'EduFest 2024', 80% of exhibitors signed up for 2025 before they even packed up their stands. That shows they see real value.

Net-New Attendee Growth
The year-on-year growth in unique, qualified attendees for your events. This shows your marketing strategy is working and the shows are staying relevant.
Target · Grow net-new attendee numbers by 10% year-on-year for each event in your portfolio.

Your 'Future of Finance' show saw 5,500 unique attendees this year, up from 5,000 last year. That's a healthy 10% growth.

Team Performance & Retention
How well your direct reports (Exhibition Managers) are performing against their own targets, and how long they stick around.
Target · 90% of your direct reports hit their individual event P&L targets, and you maintain an annual team retention rate of 85% or higher.

All three of your Exhibition Managers delivered their shows on budget, and you successfully mentored one into a Senior Exhibition Manager role, keeping talent within the organisation.

Strategic Portfolio Vision
You're not just managing events; you're thinking about how they fit together, how they can grow, and what new opportunities exist within your sector.
  • You're proposing new event concepts or significant expansions for existing shows. You're actively shaping the 2-3 year plan for your portfolio, not just executing the current one. The Exhibition Director regularly seeks your input on market trends and competitive landscape.
Effective Team Leadership & Development
How well you guide, support, and develop your team of Exhibition Managers, helping them grow and succeed.
  • Your direct reports consistently meet their targets and feel supported. They actively seek your advice on complex issues. You're running regular 1:1s, providing constructive feedback, and helping them map out their career paths. You're seen as a trusted mentor.
Senior Stakeholder Influence
Your ability to get buy-in and resources from senior internal and external partners for your portfolio's initiatives.
  • You're able to persuade Sales leadership to prioritise certain sponsorship packages, or convince Marketing to allocate more budget to a struggling event. Key venue partners see you as a reliable, strategic contact. When issues arise, you're the first person they call for a solution, not just to complain.

7Would you like it

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

What people enjoy
Building and Growing a Business

You'll get a real kick out of seeing your portfolio's revenue grow, finding new opportunities, and launching initiatives that genuinely move the needle. You'll spend time analysing market trends, looking for gaps, and strategising with your team on how to expand your events.

Successfully identifying an untapped niche within your sector, launching a small, focused event, and seeing it turn a profit in its first year.

Developing and Leading a Team

You'll love seeing your Exhibition Managers grow, hit their targets, and take on bigger challenges. You'll spend a good chunk of your time coaching, mentoring, and helping them solve their trickiest problems, celebrating their successes as much as your own.

One of your Exhibition Managers successfully delivers their largest event yet, and you know your guidance and support made a real difference.

Solving Complex, Multi-faceted Problems

You thrive on the challenge of juggling multiple events, each with its own P&L, set of stakeholders, and unexpected issues. You're always looking for strategic solutions that benefit the entire portfolio, not just a single event.

Finding a way to standardise a key operational process across all your events, saving significant time and money for the whole team.

What frustrates people
  • The 'Sales vs. Ops' conflict: Sales will sell a 'custom, never-been-done-before' sponsorship package on a Friday afternoon, and your team will have to figure out how to deliver it by Monday morning. It's a constant battle.
  • Venue inflexibility: You'll face endless 'no's from venue staff, bound by rigid rules, and be charged exorbitant costs for basic services like power and internet. It's death by a thousand paper cuts.
  • Union labour rules: Navigating complex union regulations that dictate who can plug in a monitor or carry a box often leads to delays and inflated costs. It's frustratingly inefficient.
  • The 'hurry up and wait' cycle: You'll feel immense pressure to hit deadlines, only to immediately wait for approvals from clients, venues, or internal finance departments. The pace is inconsistent and often maddening.
  • Physical & mental burnout: The sheer exhaustion of 18-hour days on your feet for a week straight, living on bad coffee and adrenaline, only to manage the post-show financial reconciliation immediately after. It's a grind.
  • Chasing exhibitors: You'll often find yourself acting as a glorified collections agent, chasing large companies for signed contracts, booth payments, and ad artwork right up to the show-open deadline. It's not glamorous.
  • The anchor exhibitor's demands: There's a constant battle to appease the one massive exhibitor—whose sponsorship pays for half the show—without alienating the other 200 smaller exhibitors. It's a delicate balancing act.
What this role does not give you
  • A quiet, predictable work environment with minimal travel.
  • Complete control over every aspect of your events (you'll always have external partners and internal politics).
  • Immediate gratification for every strategic decision (some initiatives take months or years to show full impact).

8Who you work with

This role directly impacts the financial performance and market standing of a significant segment of our exhibition business. You're responsible for driving revenue growth, maintaining high exhibitor and attendee satisfaction, and ensuring operational excellence across a cluster of events. Your decisions directly influence our reputation and future growth opportunities within your assigned sector.

Inside the business
  • Exhibition Director (your boss)
  • Sales Leadership (for sponsorship and stand sales)
  • Marketing Leadership (for audience acquisition)
  • Operations Leadership (for venue logistics and build-up)
  • Finance Business Partners
Outside the business
  • Major Venue Partners
  • Key Sponsors and Anchor Exhibitors
  • General Service Contractors (GSCs)
  • Industry Associations and Media Partners
  • Senior Clients and Delegates

9What you need before you start

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

  • Proven track record of managing multiple large-scale exhibitions, including full P&L ownership for at least one significant event.
  • Demonstrable experience in leading and developing a small team of event professionals.
  • Strong commercial acumen, with a clear understanding of revenue generation and cost control in the events industry.
  • Expertise in venue contract negotiation and managing complex vendor relationships.
  • Excellent communication, negotiation, and influencing skills, with the ability to engage effectively with senior internal and external stakeholders.

10What to practise next

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

Advanced Data Visualisation & Storytelling

While you're already interpreting dashboards, the ability to create compelling, digestible visual stories from complex event data is becoming critical. Senior leadership wants insights, not just numbers. This helps you influence decisions and prove ROI more effectively.

Choosing the right chart type for different data s · Principles of effective dashboard design (e.g., de · Using data to highlight trends, anomalies, and act · Tools beyond basic Excel charts (e.g., advanced Ta · Narrative construction around data points for pres

  • This month: Take an online course on data visualisation best practices (e.g., from Tableau or Coursera).
  • Next quarter: Redesign one of your regular portfolio performance reports using new visualisation techniques.
  • Month 4-6: Work with an analyst to build a new, interactive dashboard for one of your events, focusing on key commercial metrics.
  • Month 7-9: Present a 'data story' to your Director, focusing on a specific insight from your portfolio.

Quick win: For your next team meeting, try presenting a key metric using a different chart type than usual. See if it sparks more discussion or clarity.

CRM Optimisation for Event Lifecycle

Our CRM isn't just for sales; it's a goldmine for understanding the entire event lifecycle, from prospect to repeat exhibitor. Being able to optimise its use for marketing automation, lead nurturing, and exhibitor retention across your portfolio will give us a significant competitive edge.

Custom object creation for event-specific data (e. · Workflow automation for exhibitor journey (e.g., p · Segmentation of exhibitor/attendee data for target · Integration with marketing automation platforms (M · Reporting on exhibitor lifetime value and churn pr

  • This month: Review our current CRM setup for event data, identify 2-3 bottlenecks or missing data points.
  • Next quarter: Work with the CRM admin to implement a new custom field or automated workflow for exhibitor onboarding.
  • Month 4-6: Explore how to segment your exhibitor base in the CRM for more targeted rebooking campaigns.
  • Month 7-9: Lead a training session for your team on advanced CRM features relevant to their event management.

Quick win: Identify one manual data entry task related to exhibitors that could be automated in the CRM. Map out the process and suggest it to the CRM admin.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and trade shows (e.g., Event Tech Live, IMEX) to stay abreast of trends and network.
  • Subscribing to key industry publications and thought leadership (e.g., Exhibition World, Meetings & Conventions) to keep your finger on the pulse.
  • Participating in professional associations like the AEO (Association of Event Organisers) or IAEE to share knowledge and build your network.
  • Undertaking online courses or workshops in advanced negotiation, strategic leadership, or financial management for events.

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.

Hybrid Event Strategy & Monetisation

The pandemic accelerated the shift to hybrid models, and while live events are back, the expectation for digital reach and engagement remains. Competitors are finding new ways to monetise digital content and extend event lifecycles, and we need to keep pace.

  • Digital content strategy for pre/post-show engagem
  • Monetisation models for virtual attendees (e.g., t
  • Integration of physical and virtual experiences (e
  • Data analytics for hybrid audience behaviour
  • Platform selection for seamless hybrid delivery

Sustainability & ESG Event Design

Attendees, exhibitors, and corporate clients are increasingly demanding more sustainable events. Venues are pushing it, and legislation is coming. Being able to design and deliver truly sustainable events isn't just good PR; it's becoming a commercial imperative and a differentiator.

  • Carbon footprint measurement and reduction for eve
  • Waste management and circular economy principles i
  • Ethical sourcing for suppliers and contractors
  • Social impact and community engagement strategies
  • Reporting and communicating ESG performance to sta

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Exhibition P&L Management
  • Venue Sourcing & Contract Negotiation
  • Sponsorship & Exhibition Sales Strategy
  • Audience Acquisition & Journey Mapping
  • Floor Plan Optimisation & Attendee Flow
  • Exhibitor & Senior Stakeholder Relations

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

    Senior Exhibition Manager (L3)

    3-5 years

    Skills to master

    • Full P&L ownership for a major event, complex vendor management, informal team mentoring, and delivering consistent exhibitor/attendee satisfaction.

    You're ready to move on when

    • Consistently hitting or exceeding P&L targets for your assigned event(s).
    • Successfully managing high-profile exhibitors and sponsors with minimal supervision.
    • Proactively identifying and solving complex operational or commercial challenges.
    • Being the 'go-to' person for junior colleagues seeking advice.
  2. 2

    Large Event Project Manager (from another industry)

    4-6 years

    Skills to master

    • Adapting project management methodologies to the specific nuances of exhibitions, quickly learning event commercial models, and building strong stakeholder relationships in a new sector.

    You're ready to move on when

    • Demonstrable experience managing multi-million-pound projects with numerous dependencies and strict deadlines.
    • Quickly grasping the financial drivers and operational complexities of the exhibition industry.
    • Successfully translating project management best practices into an events context.
    • Building credibility with new internal and external teams rapidly.
  3. 3

    Head of Sales (for an event portfolio)

    3-5 years

    Skills to master

    • Transitioning from pure sales to full P&L accountability, understanding event operations and marketing, and leading a broader event team beyond just sales.

    You're ready to move on when

    • Consistently exceeding sales targets for an event portfolio, with a deep understanding of market demand.
    • Demonstrating strong strategic thinking beyond just selling, including product development ideas.
    • Proactively collaborating with operations and marketing teams to ensure successful event delivery.
    • Showing a clear desire and aptitude for broader business leadership, not just sales leadership.

15Where this role leads

The long view: This role can lead to regional exhibition director or chief events officer, or into strategic partnership roles across the events sector.

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 Group Exhibition Manager 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:

  • Exhibition Director (L5)

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 Performing Arts Administration and Management, worked against Group Exhibition Manager.

Performing Arts Administration and Management Level 3

Applied to your work in Group Exhibition Manager

This unit aims to provide learners with an understanding of the performing arts sector, including its management and union framework. Learners will explore the key aspects of booking, publicising, promoting, structuring, and financing performing arts events, enabling them to navigate the administrative and managerial elements of the industry.

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
Group Exhibition Manager
  • Exhibition P&L Management
  • Venue Sourcing & Contract Negotiation
  • Sponsorship & Exhibition Sales Strategy
  • Audience Acquisition & Journey Mapping
  • Floor Plan Optimisation & Attendee Flow
  • Exhibitor & Senior Stakeholder Relations
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

Group Exhibition Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Exhibition Director (L5)

    3-5 years

    You'll move from managing a cluster of shows to setting the overall strategy and owning the full P&L for a significant portfolio of events, managing a team of Group Exhibition Managers.

    • Portfolio Optimisation & Rationalisation Deciding which events to grow, acquire, or sunset based on market data and profitability.
    • Complex M&A Due Diligence (Events) Evaluating potential acquisitions or partnerships from an event portfolio perspective.
    • Advanced Financial Modelling & Forecasting Owning P&Ls in the £5M+ range, with sophisticated scenario planning.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, running a portfolio of exhibitions is a massive undertaking. You're juggling P&Ls, managing teams, negotiating contracts, and constantly putting out fires. What if you could offload some of the heavy lifting and focus more on strategy and growth? That's where AI comes in.

We're not talking about robots taking over your job, but smart tools that can handle the repetitive, time-consuming tasks that eat into your day. Imagine cutting down on admin, getting better insights faster, and even making smarter strategic decisions. Our AI Productivity Hub is designed to help you do just that, giving you back precious hours every week.

Exhibitor Comms Automation

Use AI-powered CRM extensions to automate the entire sequence of exhibitor communications. Think invoice reminders, deadline alerts for artwork, and logistics information. The AI can even tailor the tone and timing based on exhibitor tier and payment history, making sure no one feels like just another number. This frees up your Exhibition Managers to build real relationships.

Predictive Attendance Modelling

Feed historical registration data, marketing spend, and external factors (like competitor event dates or economic indicators) into an AI model. It'll predict final attendee numbers with far greater accuracy than a spreadsheet. This means smarter F&B guarantees, better staffing decisions, and more precise marketing budget allocation, reducing financial risk across your portfolio.

Intelligent Venue Sourcing & Contract Review

Use an AI tool to analyse RFP responses from dozens of potential venues for your various events. The AI can score venues based on weighted criteria (cost, date availability, square footage, union rules, travel accessibility) and even flag non-standard contract clauses for legal review. This drastically cuts down the time spent sifting through proposals and ensures you don't miss any red flags.

First-Draft Content Generation

Generative AI can create the first draft of repetitive, formulaic content for all your shows: exhibitor manuals, sponsorship prospectuses, calls for papers, and post-show thank you emails. You and your team then edit and refine the output, saving hours of staring at a blank page. It's about getting to a strong draft in minutes, not hours.

Common questions

Common questions

How do you become a Group Exhibition Manager?

Common routes in include Senior Exhibition Manager (3-5 years), Large Event Project Manager (from another industry) (4-6 years) and Head of Sales (for an event portfolio) (3-5 years). Times vary with prior experience.

Where can a Group Exhibition Manager progress to?

This role can lead on to Exhibition Director (3-5 years), depending on the skills you build.

What new skills matter most for a Group Exhibition Manager?

Increasingly, Hybrid Event Strategy & Monetisation and Sustainability & ESG Event Design. These are the skills our record of this role lists as growing.

Free tools

Want a read on where you stand?

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

Read the Zavmo manifesto to understand how you will be taught Meet your tutors

Or try another one

17Where 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.

 More jobs in events and experiential marketing

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

The skills involved, P&L management, team leadership, complex project delivery and negotiation, apply beyond events. They transfer to senior roles in marketing, commercial operations, or general management in industries that need strategic portfolio management and stakeholder work.

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 Growth Mindset 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.