UK

United Kingdom · Property and facilities · C-Suite (20+ years)

VP Global Workplace / Chief Real Estate Officer

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

Also advertised as Global Head of Real Estate · Chief Workplace Officer · Executive Director of Property · Chief Facilities Officer

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 Workplace / Chief Real Estate Officer. The closest we hold is below.

IWFM Level 5 Certificate in Facilities Management Institute of Workplace and Facilities Management · Level 5 · 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

Space management for facilities managers IWFM Level 5 Certificate in Facilities Management
Understanding sustainability and environmental issues and the impact on facilities management IWFM Level 4 Certificate in Facilities Management
Space allocation in facilities management IWFM Level 3 Certificate in Facilities Management Practice

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
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for VP Global Workplace / Chief Real Estate Officer

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

  1. Space management for facilities managers Institute of Workplace and Facilities Management · covers 1 of 1 standards Level 5
  2. Understanding sustainability and environmental issues and the impact on facilities management Institute of Workplace and Facilities Management · covers 1 of 1 standards Level 4
  3. Space allocation in facilities management Institute of Workplace and Facilities Management · covers 1 of 1 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 VP Global Workplace / Chief Real Estate Officer?

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

  • AI-Driven Portfolio Foresight
  • Climate Resilience & Circular Economy Leadership
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 Workplace / Chief Real Estate Officer plan as you set up, starting with the free Automation 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 covers global property strategy, deciding where an organisation operates and how its buildings support the business. It means finding the right spaces, in the right places, at the right price, worldwide. The remit runs from carbon footprint to daily workplace experience. It sits at executive level, turning property decisions into business strategy.

4What you'd actually use

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

IWMS/CMMS (e.g., Planon, IBM Maximo, FSI Concept Evolution) Strategic

Overseeing the strategic selection, implementation, and integration of enterprise-level IWMS/CMMS platforms to drive global portfolio insights, operational efficiency, and data-driven decision-making. Using aggregated data for capital planning and performance benchmarking.

Advanced Financial Modelling Software (e.g., Anaplan, Workday Adaptive Planning) Strategic

Developing and managing multi-year OPEX/CAPEX budgets, scenario planning for property investments, and conducting complex financial analysis for major transactions. Presenting financial models to the CFO and Board.

Data Visualisation & Business Intelligence (e.g., Power BI, Tableau) Strategic

Interpreting and presenting complex global real estate data through compelling dashboards and visualisations for Board reports, investor updates, and executive decision-making. Guiding the team on best practices for data storytelling.

Legal & Contract Management Platforms (e.g., DocuSign, CLM solutions) Advanced

Overseeing the digital workflow for global lease agreements, service contracts, and property transaction documents, ensuring compliance, security, and efficient processing. Collaborating with legal counsel on contract terms.

Collaboration & Communication Platforms (e.g., MS Teams, Zoom, Slack) Expert

Leading and coordinating diverse global teams, running virtual executive meetings, and ensuring seamless communication across different time zones and cultural contexts. Driving adoption of best practices for remote collaboration.

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 Real Estate Strategy & Portfolio Direction N/A N/A Defines and recommends to the Board; full ownership post-approval.
Major Property Transactions (Acquisitions/Disposals/Leases > £5M) N/A N/A Negotiates, approves, and executes within Board-approved parameters; seeks Board approval for exceptions or new strategic directions.
Global Facilities OPEX/CAPEX Budget Approval N/A N/A Owns and approves the global budget up to £10M+; presents to CFO and Board for final sign-off.
Organisational Design & Senior Leadership Hires (Global Real Estate Team) N/A N/A Defines and approves the structure of the global team; makes final hiring decisions for Directors and above; consults CPO and CEO.
Enterprise-wide Workplace Policies (e.g., Hybrid Work, Sustainability Standards) N/A N/A Develops, approves, and implements policies in consultation with CPO and other relevant C-suite members.

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 Real Estate P&L Performance
Overall financial performance of the global real estate portfolio, including OPEX and CAPEX against budget, and return on investment for major property transactions.
Target · Achieve +/- 2% variance on total annual OPEX/CAPEX budget; deliver 8%+ ROI on major capital projects.

Delivering a global real estate portfolio operating cost of £150M against a £152M budget (1.3% under budget), while a new HQ acquisition yields a 9.5% ROI over 5 years.

Portfolio Optimisation & Utilisation Rate
Efficiency of our global property footprint, measured by metrics like cost per square foot, space utilisation, and portfolio churn reduction.
Target · Reduce global cost per square foot by 5% YoY; increase portfolio-wide space utilisation to 80% within 3 years.

Through strategic consolidation and flexible working initiatives, reducing our average global cost per square foot from £50 to £47.50, freeing up £3M annually.

ESG & Sustainability Performance
Progress towards environmental, social, and governance goals related to our properties, including energy consumption, waste reduction, and green building certifications.
Target · Achieve net-zero carbon operations across 50% of owned portfolio by 2030; secure LEED Platinum or BREEAM Outstanding for all new builds.

Implementing a global renewable energy procurement strategy that reduces our portfolio's carbon emissions by 15% in a single year, saving £1.2M in energy costs.

Major Transaction Success Rate
Successful execution of significant real estate acquisitions, disposals, and lease negotiations, measured by alignment to strategic goals, financial terms, and timeline adherence.
Target · 90%+ of all major transactions (valued over £5M) completed on time and within 5% of target financial parameters.

Successfully negotiating a complex multi-year lease for our new APAC hub, securing favourable terms that save £2M over the lease term and delivering the space 3 weeks ahead of schedule.

Board and Executive Confidence
The degree to which the Board and CEO trust your strategic recommendations and feel confident in the direction of the global real estate strategy.
  • Regular proactive invitations to Board strategy sessions, direct consultation on major business expansion plans, unprompted positive feedback from CEO/CFO on strategic presentations, high approval rate for capital proposals.
Workplace Experience & Talent Attraction
How effectively our physical workplaces contribute to employee satisfaction, productivity, and our ability to attract and retain top talent globally.
  • Positive trends in employee engagement surveys related to workplace environment, anecdotal feedback from HR on candidate experience, industry recognition for innovative workplace design, reduced employee churn attributed to workplace factors.
External Reputation & Investor Relations
The perception of our company's real estate and facilities management practices by external stakeholders, particularly investors and the media.
  • Positive mentions in investor calls regarding real estate strategy, favourable analyst reports on property portfolio efficiency, industry awards for sustainability or workplace innovation, proactive engagement with ESG rating agencies.
Strategic Alignment & Adaptability
The ability of the real estate portfolio to quickly adapt to changing business needs, market conditions, and geopolitical shifts, ensuring it remains a strategic enabler.
  • Successful pivot of real estate strategy in response to a major market disruption (e.g., rapid expansion/contraction of footprint), seamless integration of acquired company's properties, proactive identification and mitigation of emerging geopolitical risks related to our assets.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll spend your days in strategic planning sessions with the CEO and Board, defining the future of our global footprint. This means influencing where we open new offices, how we design them, and how our physical spaces contribute to our overall business goals. It's about seeing your vision become reality on a global scale.

Leading the charge to move our EMEA headquarters to a new, purpose-built, sustainable campus, directly impacting our carbon reduction targets and talent attraction in the region.

Driving Market Impact & Innovation

You're constantly exploring how cutting-edge real estate trends, proptech, and sustainable building practices can give us a competitive edge. This means evaluating new technologies, forging partnerships with innovative developers, and positioning us as a leader in workplace strategy. You'll be the one pushing the boundaries of what our workplaces can be.

Implementing a global 'smart building' programme that uses AI and IoT to optimise energy consumption and space utilisation, setting a new industry standard.

Building High-Performing Global Teams

You'll be coaching and mentoring a diverse team of senior leaders across different regions, empowering them to execute the global strategy. This involves setting clear expectations, fostering a culture of excellence, and developing the next generation of real estate talent. Your legacy will be the strength and capability of your global team.

Developing a leadership development programme for your regional Directors, resulting in a 20% increase in internal promotions to senior roles within two years.

What frustrates people
  • The sheer inertia of large organisations when trying to implement bold, transformative changes to the real estate portfolio.
  • Balancing the urgent, short-term demands of business units with the long-term, strategic vision for property assets.
  • Navigating complex, often conflicting, regulatory environments across multiple countries.
  • The constant pressure to reduce costs while simultaneously investing in high-quality, sustainable, and employee-centric workplaces.
  • Dealing with unforeseen global events (economic downturns, pandemics, geopolitical shifts) that completely upend well-laid plans.
  • The challenge of communicating complex real estate strategies to a non-expert Board and securing their buy-in for significant capital expenditure.
What this role does not give you
  • A predictable, routine work schedule – expect the unexpected, often across multiple time zones.
  • The ability to make decisions in isolation – almost everything requires executive consensus and Board approval.
  • A low-pressure environment – the stakes are incredibly high, with multi-million-pound impacts on the line.
  • A focus solely on operational details – your remit is strategic, delegating operational execution to your leadership team.

8Who you work with

This role directly shapes the company's long-term financial health through strategic asset management, influences talent acquisition and retention by creating compelling workplaces, and significantly impacts our brand reputation through sustainability and operational excellence. Your decisions affect hundreds, if not thousands, of employees daily and represent a substantial portion of the company's balance sheet.

Inside the business
  • Chief Executive Officer (CEO)
  • Chief Financial Officer (CFO)
  • Chief People Officer (CPO)
  • Chief Technology Officer (CTO)
  • Board of Directors
  • Legal Counsel
  • Business Unit Presidents
Outside the business
  • Investors and Shareholders
  • Government Regulators (e.g., HSE, environmental agencies)
  • Major Property Developers and Landlords
  • Real Estate Brokers and Advisors
  • Key Global Service Providers
  • Industry Bodies and Associations
  • Media

9What you need before you start

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

  • 20+ years of progressive leadership experience in global real estate, facilities management, or corporate workplace strategy, with at least 5 years at a Director or VP level.
  • Demonstrable experience managing a multi-million-pound P&L and significant CAPEX budgets for a global property portfolio.
  • Proven track record of leading complex, multi-jurisdictional real estate transactions (acquisitions, disposals, major leases).
  • Extensive experience presenting to and influencing C-suite executives and Board of Directors on strategic property matters.
  • Deep understanding of international real estate markets, legal frameworks, and compliance requirements.
  • A history of building and leading high-performing, geographically dispersed teams.

10What to practise next

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

Digital Twin & Metaverse Integration for Enterprise Planning

Digital twins are moving beyond single buildings to entire portfolios, offering real-time operational insights and predictive capabilities. The metaverse, while nascent, presents future opportunities for virtual collaboration and immersive workplace experiences, requiring strategic foresight to leverage its potential for global teams.

Portfolio-Level Digital Twins · Immersive Collaboration Spaces in Metaverse · Data Standards for Digital Twins · Cybersecurity for Connected Buildings

  • This quarter: Research leading digital twin providers and their applications for large-scale property portfolios. Identify potential pilot projects.
  • This quarter: Attend industry webinars or conferences on the metaverse and its potential impact on the future of work and real estate.
  • Next 6 months: Develop a proof-of-concept for a digital twin for one of our key properties, demonstrating its value for operational optimisation.
  • Next 12 months: Formulate a long-term strategy for digital twin adoption across the global portfolio, including data governance and integration with existing systems.
  • Ongoing: Foster partnerships with PropTech companies specialising in digital twins and immersive technologies to stay at the cutting edge.

Quick win: Start by exploring existing 3D models or BIM data for one of our buildings and see how it can be augmented with real-time sensor data. Experiment with VR meeting platforms for internal team syncs to understand the technology's potential.

11Staying current once you are in

What people here do to keep up
  • Regularly engage with leading industry bodies (e.g., CoreNet Global, RICS, IFMA) through conferences, committees, and thought leadership initiatives.
  • Participate in executive leadership programmes at top-tier business schools, focusing on global strategy, M&A, or digital transformation.
  • Serve on the board of a relevant industry association or a non-profit organisation to broaden your perspective and network.
  • Mentor emerging talent within the real estate and facilities sector, sharing your expertise and shaping the next generation of leaders.
  • Stay abreast of emerging PropTech innovations, AI applications in real estate, and advanced sustainability practices through continuous learning and industry engagement.

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.

AI-Driven Portfolio Foresight

The sheer volume and complexity of global real estate data—market trends, operational costs, ESG metrics, workforce demographics—now demand AI for truly strategic insights. Competitors are already using AI to predict market shifts and optimise portfolios, gaining a significant edge.

  • Predictive Analytics for Property Values
  • Generative AI for Scenario Planning
  • Ethical AI in Real Estate Decisions
  • Data Governance for AI Inputs

Climate Resilience & Circular Economy Leadership

Climate change isn't a future threat; it's impacting our assets now (e.g., flood risk, extreme weather). Investors, regulators, and employees are demanding robust climate resilience strategies and a move towards a circular economy in construction and operations. This isn't just about compliance; it's about long-term asset value and brand reputation.

  • Climate Risk Assessment for Property Portfolios
  • Circular Economy Principles in Construction
  • Nature-Based Solutions Integration
  • Resilient Supply Chain Management

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Real Estate Portfolio Management
  • M&A Due Diligence & Integration (Real Estate)
  • International Regulatory & Compliance Frameworks
  • Corporate Governance & Board Reporting
  • ESG Strategy & Implementation (Real Estate)

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 of Real Estate / VP of Global Facilities (Large Enterprise)

    5-10 years in this role before C-suite

    Skills to master

    • Mastering enterprise-level P&L management, leading multi-country teams, driving significant capital projects, and regularly presenting to executive leadership on strategic initiatives. It's about proving you can handle the scale and complexity.

    You're ready to move on when

    • Successfully delivered a multi-year global real estate strategy that resulted in significant cost savings or portfolio value creation.
    • Consistently exceeded targets for major capital project delivery (on time, on budget).
    • Built and retained a high-performing leadership team across multiple regions.
    • Demonstrated ability to influence and gain buy-in from C-suite peers and Board members on critical property decisions.
  2. 2

    Chief Operating Officer (COO) / Chief Financial Officer (CFO) (Mid-Sized Company)

    Transition from C-suite in smaller firm to C-suite in larger firm

    Skills to master

    • Broadening your executive leadership skills beyond property to include full operational or financial oversight of a company. This involves a much wider remit of P&L, supply chain, technology, and people management.

    You're ready to move on when

    • Proven track record of full P&L ownership and driving operational efficiency across an entire business.
    • Demonstrated ability to lead diverse functions beyond real estate (e.g., IT, HR, supply chain).
    • Successfully navigated a company through significant growth, M&A, or market disruption.
    • Strong external relationships with investors, analysts, and key business partners.
  3. 3

    Partner / Senior Director at a Global Real Estate Consultancy

    10+ years in consulting before transitioning to in-house C-suite

    Skills to master

    • Developing deep expertise across a wide range of real estate sectors and client types, honing advisory and client relationship management skills at the highest level. This means being a trusted advisor to multiple C-suite clients.

    You're ready to move on when

    • Successfully led major strategic real estate engagements for Fortune 500 clients.
    • Built a significant book of business and a strong reputation as a thought leader in the industry.
    • Demonstrated ability to translate complex real estate challenges into actionable, high-impact strategies.
    • Extensive network within the global real estate industry.

15Where this role leads

The long view: This work can lead to the highest levels of leadership, including chief executive roles or senior positions in global real estate investment.

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 Workplace / Chief Real Estate Officer 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 Executive Officer (CEO)
  • Board Member / Non-Executive Director (NED)

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 Space management for facilities managers, worked against VP Global Workplace / Chief Real Estate Officer.

Space management for facilities managers Level 5

Applied to your work in VP Global Workplace / Chief Real Estate Officer

This unit aims to enable learners to develop and implement effective space management strategies within facilities, considering building structure, services, and user needs. Learners will be able to prepare space layout briefs and manage accommodation changes to optimise resource utilisation and minimise disruption.

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 Workplace / Chief Real Estate Officer
  • Global Real Estate Portfolio Management
  • M&A Due Diligence & Integration (Real Estate)
  • International Regulatory & Compliance Frameworks
  • Corporate Governance & Board Reporting
  • ESG Strategy & Implementation (Real Estate)
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 Workplace / Chief Real Estate Officer is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Executive Officer (CEO)

    5-10 years as VP/Chief Real Estate Officer

    Enterprise Leadership

    • Deep understanding of all core business functions (Sales, Marketing, Product, Technology).
    • M&A strategy and execution across all business areas.
    • Global market expansion and competitive strategy.
    • Talent management and organisational culture at an enterprise scale.

  2. Board Member / Non-Executive Director (NED)

    3-5 years as VP/Chief Real Estate Officer (often concurrently or post-retirement)

    Governance & Advisory

    • Expertise in corporate governance best practices.
    • Ability to contribute across various board committees (e.g., Audit, Remuneration, ESG).
    • Strategic foresight across multiple industries.
    • Effective communication and influence in a non-executive capacity.
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 gold. You're not meant to be sifting through endless reports or manually cross-referencing market data. AI isn't here to replace your strategic brain; it's here to give you superpowers, automating the grunt work and surfacing insights you'd never find otherwise. Imagine having a global research team working 24/7, without the headcount.

For a VP Global Workplace / Chief Real Estate Officer, AI becomes a strategic co-pilot. It's about leveraging advanced analytics to inform multi-million-pound decisions, anticipate market shifts, and ensure our global portfolio is always one step ahead. Think less manual number-crunching, more high-level strategic foresight.

Strategic Portfolio Optimisation

AI analyses vast datasets – everything from lease expiry dates and energy consumption to local talent pools and geopolitical risk factors – to recommend optimal portfolio adjustments. It can identify underperforming assets, suggest consolidation opportunities, or pinpoint ideal locations for future expansion, all with quantifiable financial and strategic impacts. It's like having a super-analyst for your entire global footprint.

Market Trend & Predictive Analysis

Forget waiting for quarterly reports. AI continuously monitors global real estate markets, economic indicators, and even social sentiment. It can predict emerging trends in office demand, rental values, and construction costs, giving you an early warning system for potential opportunities or risks. You'll be making decisions based on real-time, forward-looking insights, not just historical data.

Global Compliance & Risk Monitoring

Navigating international regulations is a minefield. AI can continuously scan for changes in health & safety, environmental, and property legislation across all jurisdictions where we operate. It flags potential compliance gaps in our portfolio, assesses the risk, and even suggests mitigating actions, ensuring we stay ahead of legal and reputational issues. It's your ultimate regulatory watchdog, freeing your legal team for higher-value work.

Board Report & Investor Communication Generation

AI can draft initial versions of complex board reports, investor updates, and strategic proposals by pulling data from various internal systems and external market analyses. It can summarise key performance indicators, highlight strategic achievements, and even suggest narratives, allowing you to focus on refining the message and adding your executive insights, rather than starting from a blank page. This saves hours of preparation time for those critical presentations.

Common questions

Common questions

How do you become a VP Global Workplace / Chief Real Estate Officer?

Common routes in include Director of Real Estate / VP of Global Facilities (Large Enterprise) (5-10 years in this role before C-suite), Chief Operating Officer (COO) / Chief Financial Officer (CFO) (Mid-Sized Company) (Transition from C-suite in smaller firm to C-suite in larger firm) and Partner / Senior Director at a Global Real Estate Consultancy (10+ years in consulting before transitioning to in-house C-suite). Times vary with prior experience.

Where can a VP Global Workplace / Chief Real Estate Officer progress to?

This role can lead on to Chief Executive Officer (CEO) (5-10 years as VP/Chief Real Estate Officer) and Board Member / Non-Executive Director (NED) (3-5 years as VP/Chief Real Estate Officer (often concurrently or post-retirement)), depending on the skills you build.

What new skills matter most for a VP Global Workplace / Chief Real Estate Officer?

Increasingly, AI-Driven Portfolio Foresight and Climate Resilience & Circular Economy Leadership. These are the skills our record of this role lists as growing.

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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 property and facilities

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

Experience at this level transfers across industries with a large property footprint, including financial services, technology, retail and manufacturing. The principles of global asset management, ESG and workplace strategy apply broadly. This can lead into real estate investment funds, property development, or advisory work on urban planning and infrastructure.

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.