UK

United Kingdom · Events and experiential marketing · Director/VP (16-20 years)

Director of Events & Experiential Marketing

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 bandDirector/VP (16-20 years)
  • Direct reports10-25 reports
  • Reports toChief Marketing Officer (CMO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Live Experiences · Global Head of Exhibitions & Conferences · Chief Events Strategist · Director of Brand Experiences

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

ISM Level 5 Diploma in Sales (RQF) Institute of Sales Management · Level 5 · covers 1 of 10 standards
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

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

The units you would start with

Develop working relationships with stakeholders ISM Level 5 Diploma in Sales (RQF)
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

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
Your Plan Illustration

Built for Director of Events & Experiential Marketing

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

  1. Develop working relationships with stakeholders Institute of Sales Management · covers 1 of 10 standards Level 5
  2. Performing Arts Administration and Management OCN London · covers 1 of 10 standards Level 3
  3. Performing Arts Administration and Management OCN London · covers 1 of 10 standards Level 3
  4. Community arts project Cambridge OCR · covers 1 of 10 standards Level 3
  5. Community arts project Cambridge OCR · 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 Director of Events & Experiential Marketing?

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 & Data Governance Leadership
  • Sustainability & ESG Integration
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 Director of Events & Experiential Marketing plan as you set up, starting with the free Data Fluency 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

This role plans and delivers large-scale exhibitions and conferences, linking them to commercial goals and measurable results.

4What you'd actually use

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

Cvent / Aventri / Bizzabo (Event Management Platforms) Strategic

Leading platform selection, negotiation, and enterprise-wide integration with CRM/Martech. Defining data governance and strategic reporting requirements for the entire portfolio.

AutoCAD / Vectorworks Spotlight (Floor Plan & Design) Architect

Vetting new design software, setting standards for floor plan strategy to maximise traffic flow, sponsorship visibility, and attendee experience across all events. You'll review and approve major designs.

Asana / Monday.com / Smartsheet (Project & Resource Management) Strategic

Integrating project data into executive dashboards, championing agile methodologies for events across the department, and overseeing team capacity planning at a high level.

Salesforce (CRM) & Pardot / Marketo (Marketing Automation) Strategic

Defining the role of events in the overall lead funnel, working with Sales Operations to architect lead flow and attribution models, and ensuring seamless integration for end-to-end customer journeys.

Tableau / Power BI (Analytics & Dashboards) Strategic

Defining the key metrics for the entire event portfolio, presenting data-driven insights to the board using advanced dashboards, and driving a culture of analytical decision-making.

Anaplan / Oracle EPM / Diligent Boards (Financial & Board Reporting) Strategic

Owning the P&L within Anaplan, modelling multi-year event scenarios, and using Diligent to prepare and present quarterly results and strategic plans to the board.

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
Strategic Direction of Event Portfolio No authority; executes tasks within defined event plans. Proposes minor adjustments to event features within existing strategy. Recommends significant changes to event formats or new event launches, requiring Director approval.
Budget Allocation & Spend Approval No approval authority; submits expense reports for review. Approves minor project expenses up to £500 within approved budget lines. Approves project-level spend up to £5K; recommends budget reallocations to Director.
Team Hiring & Org Structure No involvement beyond providing feedback on candidates. Interviews junior candidates; provides feedback to hiring manager. Interviews and recommends candidates for junior to mid-level roles; provides input on team structure.

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.

Event Portfolio Revenue Growth
The year-on-year increase in total revenue generated across all events, including ticket sales, sponsorship, and ancillary services.
Target · Achieve 15-20% YoY growth for the overall event portfolio.

If last year's portfolio revenue was £5M, you'd aim for £5.75M - £6M this year, demonstrating clear commercial expansion.

Gross Margin on Event Portfolio
The profitability of the entire events division, calculated as total revenue minus direct event costs (venue, production, staffing, etc.).
Target · Maintain or increase gross margin to 25-30% across the portfolio.

Delivering an event with £1M revenue at a 28% gross margin means £280,000 profit contribution, which is a key indicator of financial health.

Marketing Qualified Leads (MQLs) from Events
The number of high-quality leads generated by our events that are passed to the sales team and meet our defined MQL criteria.
Target · Source 20-25% of the company's annual MQL target from live events.

If the company needs 1,000 MQLs per month, your events should consistently deliver 200-250 of those, showing direct sales pipeline contribution.

Strategic Partnership Acquisition & Retention
The number of new, high-value strategic sponsors secured, and the renewal rate of existing partners, reflecting the long-term value we offer.
Target · Secure 3-5 new strategic partners annually and achieve an 85%+ renewal rate for existing top-tier sponsors.

Bringing in a new £500,000 multi-year sponsor and retaining all existing partners worth £100,000+ demonstrates strong commercial leadership.

Strategic Influence & Board Alignment
Your ability to shape the company's overall marketing and commercial strategy through the lens of experiential marketing, securing buy-in and investment at the highest levels.
  • Regularly presenting to the board on event strategy and performance
  • your recommendations are consistently adopted for major business initiatives
  • C-suite actively seeks your input on market engagement strategies
  • you're seen as the go-to expert for live experiences.
Team Leadership & Development
The effectiveness of your leadership in building, mentoring, and retaining a high-performing events team, fostering a culture of innovation and accountability.
  • High team retention rates (above 80%)
  • positive feedback in 360-degree reviews about your coaching and support
  • your direct reports are visibly growing in their roles and taking on more responsibility
  • the team consistently delivers complex projects on time and budget.
Brand Reputation & Industry Leadership
How our events and your leadership are perceived within the industry – are we seen as innovators, thought leaders, and a benchmark for quality?
  • Our events regularly win industry awards
  • you're invited to speak at major industry conferences
  • competitors are trying to emulate our event formats
  • positive media coverage and social sentiment around our live experiences
  • you're seen as an influential voice in the events sector.
Operational Excellence & Risk Mitigation
The robustness of our event operations, ensuring smooth delivery, effective risk management, and continuous improvement across the portfolio.
  • Significant reduction in major on-site incidents or budget overruns
  • post-event debriefs consistently identify actionable improvements that are implemented
  • high satisfaction scores from exhibitors and attendees regarding operational aspects
  • clear, well-communicated contingency plans for all major events.

7Would you like it

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

What people enjoy
Seeing Vision Become Reality

You get a real kick out of taking a concept – perhaps a scribble on a napkin – and orchestrating hundreds of people and millions of pounds to bring it to life as a thriving, bustling event. The buzz of opening day, seeing thousands of people engaging with what you've created, that's what gets you up in the morning.

Leading the launch of a brand new flagship exhibition, from initial concept and market research to the final successful delivery, and seeing it exceed all expectations.

Building High-Performing Teams

You love developing talent, mentoring your managers, and creating a culture where people feel empowered to deliver their best work. Seeing your team members grow, take on bigger challenges, and succeed under your leadership is hugely rewarding.

Coaching a Senior Exhibition Manager to successfully lead their first multi-million-pound event, watching them navigate challenges and grow into a more confident leader.

Driving Commercial Impact

You're driven by the numbers – the P&L, the revenue growth, the ROI. You enjoy the challenge of finding new commercial opportunities within events, negotiating big deals, and proving the tangible business value of experiential marketing to the C-suite.

Identifying a new sponsorship category that generates an additional £1M in revenue for the portfolio, or renegotiating a major venue contract to save £500K annually.

What frustrates people
  • The 'magic wand' stakeholder who expects impossible feats with no understanding of lead times or costs.
  • Constant battles with finance to justify event budgets with qualitative (but crucial) metrics like 'brand awareness' when they only want direct revenue attribution.
  • The sheer physical and emotional toll of being 'on' for 18 hours a day during a multi-day show, running on adrenaline and caffeine.
  • Navigating complex union rules, venue politics, and a constant stream of 'unforeseen' charges that blow the budget.
  • Dealing with the fallout from a sales team that oversells a custom sponsorship package that's operationally a nightmare to deliver.
What this role does not give you
  • A quiet, predictable work environment with minimal travel.
  • A role where you can avoid direct conflict or tough negotiations.
  • The luxury of always seeing every single one of your strategic initiatives come to fruition exactly as planned.
  • A job where you're not ultimately accountable for significant financial outcomes and team performance.

8Who you work with

This role is absolutely critical for our growth. You'll directly influence our market perception, customer loyalty, and a significant portion of our annual revenue. Your decisions will shape how we're seen in the industry, how we attract new business, and how we retain existing clients. Frankly, you're a major driver of the company's overall success, with accountability for a P&L of £2M-£10M+.

Inside the business
  • C-Suite (CEO, CFO, CCO)
  • Sales Leadership
  • Product Leadership
  • Finance Director
  • Marketing Leadership (Digital, Brand, Content)
Outside the business
  • Major Sponsors & Commercial Partners
  • Key Venue Groups & General Service Contractors (GSCs)
  • Industry Associations & Regulatory Bodies
  • Strategic Technology Providers
  • Board Members (for presentations and approvals)

9What you need before you start

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

  • A proven track record of 12-16+ years in senior leadership roles within the events, exhibition, or experiential marketing industry, with direct accountability for significant P&L and strategic outcomes.
  • Demonstrable experience in managing and growing a large portfolio of events (typically £2M+ annual revenue), including exhibitions, conferences, and brand activations.
  • Extensive experience in building, leading, and developing multi-disciplinary teams of 10+ professionals, including managers.
  • Expertise in high-stakes commercial negotiation with major venues, GSCs, and strategic partners, with a history of securing favourable terms.
  • A deep understanding of event technology, data analytics, and how to leverage these to drive strategic decision-making and ROI measurement.
  • Exceptional communication and influencing skills, with a proven ability to present to and gain buy-in from C-suite executives and board members.

10What to practise next

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

Immersive Technologies & Metaverse Integration

Virtual and augmented reality, along with early metaverse platforms, are starting to offer new ways to extend event experiences beyond the physical space. Leaders who understand how to strategically integrate these will create truly hybrid and always-on engagement models, reaching wider audiences.

AR/VR for Event Engagement · Hybrid Event Design · Metaverse Event Platforms · Digital Twin Events

  • This quarter: Attend industry webinars on hybrid event best practices and immersive tech.
  • Next quarter: Experiment with a small AR activation at one of our existing events.
  • Month 6: Develop a strategic proposal for how immersive tech could enhance our flagship event in the next 2-3 years.
  • Month 9: Evaluate potential partners for metaverse or advanced hybrid event platforms.

Quick win: Look for simple AR filters for social media or use 360-degree video tours of your venues. It's about starting small to understand the tech and its potential.

Advanced Predictive Analytics for Event Optimisation

Moving beyond basic reporting, the ability to use advanced analytics and machine learning to predict attendee behaviour, optimise pricing, and forecast resource needs will be a game-changer. This allows for truly proactive, data-driven decision-making at a strategic level.

Machine Learning for Demand Forecasting · Personalised Journey Optimisation · Dynamic Pricing Models · Resource Optimisation Algorithms

  • This quarter: Work with our data science team (if we have one) to understand their capabilities and how they could apply to events.
  • Next quarter: Commission a pilot project to use predictive analytics for attendee forecasting on a smaller event.
  • Month 6: Review our current data infrastructure to ensure it can support advanced analytics initiatives.
  • Month 9: Develop a strategy for integrating predictive models into our annual event planning cycle.

Quick win: Start by identifying one key metric (e.g., early bird registration conversion) and work with an analyst to build a simple predictive model. It's about proving the concept.

11Staying current once you are in

What people here do to keep up
  • Regularly attend and speak at major industry conferences (e.g., IMEX, IBTM, Event Tech Live) to stay abreast of trends and build your network.
  • Participate in executive leadership programmes or an MBA to further hone your strategic and commercial leadership skills.
  • Engage with industry associations (e.g., AEV, EIA, ILEA) at a board or committee level, shaping the future of the sector.
  • Mentor emerging talent within the industry, sharing your knowledge and building your legacy.
  • Subscribe to leading industry publications and research reports to stay informed on market shifts and innovations.

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 & Data Governance Leadership

As AI becomes more integral to event planning, personalisation, and analytics, understanding its ethical implications and ensuring robust data governance isn't just an IT problem—it's a strategic leadership imperative. Misuse of data or biased AI can severely damage brand trust and lead to regulatory fines.

  • AI Ethics Principles
  • Data Lineage & Provenance
  • Algorithmic Bias Detection
  • Privacy-Enhancing Technologies

Sustainability & ESG Integration

Attendees, sponsors, and regulators are increasingly demanding sustainable and socially responsible events. This isn't just good PR; it's becoming a fundamental expectation and a competitive differentiator. Leaders who can genuinely embed ESG principles into their event strategy will win.

  • Circular Event Design
  • Carbon Footprint Measurement & Reduction
  • Social Impact & Inclusivity
  • Green Procurement

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Audience Journey Architecture
  • Sponsorship Commercialisation & Activation Strategy
  • Global Venue & GSC Contract Negotiation
  • Exhibition Floor Psychology & Design Innovation
  • Enterprise Risk Management & Crisis Leadership
  • Advanced ROI & ROO Measurement Frameworks

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

    Head of Exhibitions / Head of Events (Large Organisation)

    3-5 years in this role before Director

    Skills to master

    • Mastering full P&L accountability for a significant event portfolio, leading large teams (including managers), high-stakes vendor negotiations, and demonstrating consistent strategic impact.

    You're ready to move on when

    • Consistently exceeding revenue and margin targets for your event portfolio.
    • Successfully launching a major new event or transforming an existing one.
    • Receiving strong 360-degree feedback on your leadership and team development skills.
    • Being regularly consulted by the C-suite on event-related strategic decisions.
  2. 2

    Marketing Director / VP Marketing (with strong events focus)

    4-6 years in this role before Director

    Skills to master

    • Integrating events seamlessly into broader marketing strategies, demonstrating strong commercial acumen across multiple channels, and leading cross-functional teams.

    You're ready to move on when

    • Driving significant MQLs and revenue directly attributable to integrated marketing campaigns (including events).
    • Successfully unifying brand messaging and customer journey across all marketing touchpoints.
    • Demonstrating strong leadership across diverse marketing functions.
    • Proactively identifying and capitalising on market opportunities through marketing initiatives.
  3. 3

    Managing Director / CEO (Smaller Events Agency)

    3-5 years in this role before Director

    Skills to master

    • Full P&L ownership, client acquisition and retention, strategic business planning, and managing all aspects of agency operations. This gives you a holistic commercial view.

    You're ready to move on when

    • Growing agency revenue and profitability year-on-year.
    • Successfully navigating complex client relationships and delivering high-impact projects.
    • Building and retaining a strong agency team.
    • Demonstrating strong strategic vision for the agency's growth and market positioning.

15Where this role leads

The long view: This role can lead to running an events or experiential agency, or into a wider brand and customer experience role at a large organisation.

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 Director of Events & Experiential Marketing is actually changing.

Where it leads

Roles this leads to

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 Develop working relationships with stakeholders, worked against Director of Events & Experiential Marketing.

Develop working relationships with stakeholders Level 5

Applied to your work in Director of Events & Experiential Marketing

The objective of this unit is to develop learners' understanding of the importance of effective working relationships with stakeholders, including different stakeholder groups and their needs. Learners will be able to determine the scope for collaboration, develop productive relationships through clear communication, and evaluate the effectiveness of stakeholder engagement.

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
Director of Events & Experiential Marketing
  • Audience Journey Architecture
  • Sponsorship Commercialisation & Activation Strategy
  • Global Venue & GSC Contract Negotiation
  • Exhibition Floor Psychology & Design Innovation
  • Enterprise Risk Management & Crisis Leadership
  • Advanced ROI & ROO Measurement Frameworks
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

Director of Events & Experiential Marketing is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Marketing Officer (CMO)

    3-5 years from Director to CMO

    C-Suite (Level 7)

    • Full Marketing P&L Ownership Accountability for the entire marketing budget and its impact on company revenue.
    • Integrated Marketing Stack Architecture Designing and overseeing the entire marketing technology ecosystem.
    • Board-Level Strategic Planning Contributing to the overall company strategy beyond just marketing.
    • M&A Due Diligence (Marketing Aspect) Assessing marketing capabilities and brand fit for potential acquisitions.

  2. Chief Commercial Officer (CCO)

    4-6 years from Director to CCO

    C-Suite (Level 7)

    • Full Commercial P&L Ownership Accountability for all revenue-generating functions of the company.
    • Sales Force Effectiveness Optimising sales processes, training, and technology.
    • Customer Lifetime Value (CLTV) Optimisation Strategies to maximise the long-term value of customer relationships.
    • Market Entry & Expansion Strategy Leading commercial efforts for new product launches and market penetration.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is gold. You're constantly juggling strategic vision, team leadership, P&L management, and board presentations. The good news? AI isn't here to replace your strategic brain, but it is here to free you from the operational weeds and give you back precious hours. Imagine more time for high-level thinking, innovation, and impactful relationship building.

We're not just talking about chatbots for customer service. We're talking about AI as your strategic co-pilot, helping you analyse market trends faster, optimise event ROI, automate routine reporting, and even scout future venues with unprecedented efficiency. This isn't a 'nice-to-have'; it's how you stay ahead in a competitive market and truly drive the needle for the business.

Predictive Event ROI Modelling

Use AI to analyse historical event data, market trends, and attendee demographics to predict potential revenue, attendance, and sponsorship uptake for future events. This helps you make data-backed investment decisions and set realistic, yet ambitious, targets for your team and the board.

Global Market Trend Analysis

Feed vast amounts of industry reports, competitor event data, and economic indicators into an AI tool. It'll quickly identify emerging market opportunities, potential risks, and shifts in attendee behaviour across different regions, giving you a strategic edge for international expansion.

Automated Board Report Generation

Connect your event management platforms, CRM, and financial systems to an AI dashboard. It can then draft the first version of your quarterly board reports, summarising key metrics, highlighting successes, and flagging areas for attention, saving you hours of manual data compilation and narrative writing.

Optimised Resource Allocation

Use AI to analyse team workload, project dependencies, and skill sets across your department. It can suggest optimal resource allocation for upcoming events, identify potential bottlenecks, and even recommend training needs, ensuring your team is always deployed effectively and efficiently.

Common questions

Common questions

How do you become a Director of Events & Experiential Marketing?

Common routes in include Head of Exhibitions / Head of Events (Large Organisation) (3-5 years in this role before Director), Marketing Director / VP Marketing (with strong events focus) (4-6 years in this role before Director) and Managing Director / CEO (Smaller Events Agency) (3-5 years in this role before Director). Times vary with prior experience.

Where can a Director of Events & Experiential Marketing progress to?

This role can lead on to Chief Marketing Officer (CMO) (3-5 years from Director to CMO) and Chief Commercial Officer (CCO) (4-6 years from Director to CCO), depending on the skills you build.

What new skills matter most for a Director of Events & Experiential Marketing?

Increasingly, Ethical AI & Data Governance Leadership and Sustainability & ESG Integration. These are the skills our record of this role lists as growing.

Free tools

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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 planning, budget management, large-scale project delivery and team leadership transfer well. Roles in marketing leadership, commercial management, or operations leadership in retail, hospitality, large-scale entertainment or sports marketing all draw on this experience.

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 Data 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.