UK

United Kingdom · Property and facilities · Director/VP (16-20 years)

Director of Real Estate & Facilities Management

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 reports5-10 reports
  • Reports toChief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Head of Property & Workplace · Global Facilities Director · Real Estate Portfolio Director

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

IWFM Level 7 Extended Diploma in Facilities Management Institute of Workplace and Facilities Management · Level 7 · covers 1 of 12 standards
IWFM Level 5 Certificate in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 8 of 12 standards
IWFM Level 5 Award in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 5 of 12 standards
IWFM Level 5 Diploma in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 4 of 12 standards
IWFM Level 5 Diploma in Facilities Management Practice Institute of Workplace and Facilities Management · Level 5 · covers 3 of 12 standards
IWFM Extended Level 6 Diploma in Facilities Management Institute of Workplace and Facilities Management · Level 6 · covers 3 of 12 standards

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

The units you would start with

Managing Staff and Customers in Facilities Management IWFM Level 7 Extended Diploma in Facilities Management
Managing health and safety in facilities management IWFM Level 5 Certificate in Facilities Management
Implement change in a facilities management environment IWFM Level 5 Diploma in Facilities Management Practice
Introducing and leading change in an organisation and managing the impact on facilities management IWFM Extended Level 6 Diploma in Facilities Management

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
Frontier Fluency the next wave, beyond mainstream AI
Your Plan Illustration

Built for Director of Real Estate & Facilities Management

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

  1. Managing Staff and Customers in Facilities Management Institute of Workplace and Facilities Management · covers 1 of 12 standards Level 7
  2. Managing health and safety in facilities management Institute of Workplace and Facilities Management · covers 8 of 12 standards Level 5
  3. Implement change in a facilities management environment Institute of Workplace and Facilities Management · covers 3 of 12 standards Level 5
  4. Introducing and leading change in an organisation and managing the impact on facilities management Institute of Workplace and Facilities Management · covers 3 of 12 standards Level 6
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 Real Estate & Facilities Management?

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

  • ESG Reporting & Sustainability Strategy (Advanced)
  • Digital Twin & Smart Building Integration Strategy
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Director of Real Estate & Facilities Management plan as you set up, starting with the free Data Fluency module. No card.

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

3What this role really is

A Director of Real Estate & Facilities Management shapes decisions about buildings, space and property, from acquisitions to day to day use.

4What you'd actually use

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

IBM Maximo / Accruent / Planon (IWMS/CMMS) Strategic

Leading the selection, integration, and enterprise data governance for our IWMS. You'll ensure the platform provides strategic insights, not just operational data, and that it's aligned with our long-term property strategy. You won't be logging work orders, but you'll be defining how the system supports portfolio optimisation.

Johnson Controls Metasys / Siemens Desigo (BMS/BAS) Strategic

Developing the building automation strategy across the portfolio, approving capital upgrades to BMS systems, and linking BMS data to enterprise energy management and sustainability goals. You'll work with your team and engineers to ensure these systems are delivering maximum efficiency and comfort.

Anaplan / Workday Adaptive Planning (Financial Planning) Architect

Owning the portfolio-level budget and using advanced planning tools to develop long-range capital forecasts, scenario modelling for property investments, and presenting financial performance to the C-Suite. Excel is for your team; you're operating at a higher strategic planning level.

Procore / Primavera P6 (Project Management) Strategic

Standardising project management methodology across the organisation for all capital projects. You'll oversee a portfolio of major capital projects, ensuring they align with strategic objectives, are delivered on time, and within budget. You'll hold your team accountable for using these tools effectively.

FM:Systems / iOFFICE (Space Planning & Utilisation) Strategic

Developing long-term space strategy, analysing portfolio-wide utilisation data to recommend consolidation or expansion, and ensuring our spaces support flexible working models. You'll use these tools to drive data-driven decisions about our physical footprint.

Intelex / Cority (EH&S Compliance & GRC) Strategic

Setting EH&S policy for the entire organisation, managing the response to major incidents, and reporting to the board on Governance, Risk, and Compliance matters related to our properties. You'll ensure these systems provide the necessary audit trails and reporting for enterprise risk management.

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
Annual OPEX/CAPEX Budget Approval No authority. Tracks spend against POs. Manages site-level budget within approved limits (£50K-£200K). Escalates variances. Owns workstream budget (£200K-£500K). Recommends budget adjustments to Director.
Strategic Vendor Selection & Contract Negotiation No authority. Follows approved vendor lists. Selects local vendors for routine services (up to £10K). Leads RFP for mid-tier contracts (up to £100K). Recommends preferred vendor.
Property Acquisition/Disposal No involvement. Provides data on current space utilisation for potential disposals. Assesses feasibility of new sites, provides cost estimates for fit-out.
Organisational Design & Hiring for FM Team No authority. May participate in interviews for junior roles. No authority. Provides input on team needs to manager. No authority. Mentors junior staff.

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 OPEX Reduction Year-on-Year
The overall reduction in operational expenditure across the entire property portfolio, excluding specific growth-related increases.
Target · 3-5% reduction YoY (like-for-like properties)

Achieving a 4% reduction in total portfolio operating costs in 2024 compared to 2023, saving £2M across our properties.

Space Utilisation Rate (SF/M2 per Person)
Optimising how efficiently we use our physical space, measured by the average square footage per employee.
Target · Improve efficiency from 200 to 180 SqFt/person across the portfolio

Through strategic reconfigurations and flexible working models, reducing our average space per person from 200 to 185 SqFt, leading to potential consolidation opportunities.

Energy Consumption Reduction
The percentage decrease in total energy (kWh) consumed across the property portfolio, directly impacting sustainability goals and costs.
Target · 10-15% reduction in kWh consumption across portfolio over 3 years

Implementing a portfolio-wide BMS upgrade that results in a 12% reduction in total electricity usage within 18 months.

Capital Project ROI & On-Budget Delivery
The return on investment for major capital projects (e.g., new builds, significant refurbishments) and their adherence to approved budgets.
Target · Average 15%+ ROI on major capital projects; 90% of projects delivered within 5% of budget

A new office fit-out project costing £3M delivers a projected £500K annual saving in operating costs (16.6% ROI) and finishes £100K under budget.

Board & Executive Confidence in Property Strategy
How well your strategic recommendations are received and adopted by the C-Suite and Board, indicating trust in your leadership.
  • Regular invitations to present to the Board on property matters
  • strategic initiatives proposed by you are approved with minimal pushback
  • executives proactively seek your input on business expansion plans
  • positive feedback from board members after presentations.
Organisational Alignment on Workplace Strategy
The degree to which business unit leaders and HR are aligned with and supportive of the overall workplace and facilities strategy.
  • Workplace policies (e.g., hybrid working, space allocation) are consistently applied across departments
  • positive feedback from HR and business leaders on facilities support for their objectives
  • active participation and buy-in from key stakeholders in strategic property planning workshops.
Regulatory Compliance & Risk Posture
Maintaining an impeccable record on all statutory compliance, ensuring the organisation faces no fines, penalties, or significant safety incidents related to its properties.
  • Zero critical non-compliance findings in external audits
  • no major safety incidents across the portfolio
  • proactive identification and mitigation of emerging regulatory risks
  • positive reports from Legal and Compliance teams on your department's adherence.
Team Leadership & Development
Building, motivating, and developing a high-performing facilities team capable of executing strategic objectives.
  • Low attrition rates within your direct team
  • positive feedback in 360-degree reviews from your direct reports
  • successful internal promotions from within your team
  • evidence of effective succession planning and talent development programmes.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll spend a good chunk of your time thinking about where the company is going in 3-5 years and how our properties can best support that vision. This means developing long-term real estate plans, identifying acquisition targets, or planning major portfolio consolidations. You're building the future, not just maintaining the present.

Leading the development of a new global hybrid working policy and then designing the real estate strategy to support it, potentially reducing our physical footprint by 20% over five years.

Building High-Performing Teams & Capabilities

A big part of your job is mentoring and developing your direct reports, ensuring they have the skills and autonomy to manage their regions effectively. You'll be setting the standards, creating development programmes, and fostering a culture of excellence within the Facilities team. It's about empowering others to deliver.

Implementing a new leadership development programme for your Facilities Managers, resulting in two internal promotions to Senior Facilities Manager roles within 18 months.

Driving Significant Business Impact (P&L)

You're directly accountable for a substantial P&L. This means constantly looking for ways to optimise costs, improve efficiency, and ensure our property investments deliver strong returns. You'll be presenting financial performance to the CFO and COO, defending budgets, and demonstrating the value of your function.

Negotiating a multi-million-pound global facilities services contract that delivers a 10% cost saving while improving service levels across the portfolio.

What frustrates people
  • The sheer inertia of large organisations when trying to implement portfolio-wide change.
  • Battling for budget against other departments who often have more 'glamorous' projects.
  • Legacy property issues (e.g., outdated leases, aging infrastructure) that constantly demand attention and budget.
  • Navigating complex global regulatory landscapes and ensuring compliance across diverse jurisdictions.
  • The challenge of balancing employee demands for 'perfect' workplaces with financial realities and strategic objectives.
What this role does not give you
  • A quiet, predictable routine with minimal surprises.
  • The ability to make unilateral decisions without significant stakeholder buy-in.
  • A role focused purely on hands-on technical facilities work.
  • An environment where you're not constantly challenged to justify your budget and strategic direction.

8Who you work with

Your decisions here shape the company's physical presence for years to come. Get it right, and we're operating efficiently, attracting talent, and hitting our ESG targets. Get it wrong, and we're burning cash on underperforming assets, struggling with compliance, and potentially facing significant operational disruption. It's about ensuring our physical environment is a strategic asset, not a liability.

Inside the business
  • C-Suite (CEO, CFO, CHRO)
  • Legal & Compliance teams
  • Finance & Procurement departments
  • IT & Security teams
  • Business Unit Leaders
Outside the business
  • Property landlords and developers
  • Major strategic vendors (e.g., global service providers, construction firms)
  • Local authorities & regulatory bodies
  • Real estate brokers & consultants
  • Investors (indirectly, through reporting to the Board)

9What you need before you start

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

  • A proven track record of 10+ years in senior facilities or real estate leadership roles, with demonstrable experience managing multi-site or regional portfolios.
  • Significant experience (5+ years) with direct P&L responsibility for budgets exceeding £2M, including capital planning and operational cost control.
  • Demonstrated ability to lead and develop large, diverse teams, including other managers, across different geographies.
  • Extensive experience in strategic vendor management, including leading complex contract negotiations and managing global service providers.
  • A deep understanding of commercial real estate transactions, including lease negotiation, property acquisition, and disposal processes.
  • Proven experience presenting to and influencing C-Suite executives and Board members on strategic property matters.

10What to practise next

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

Advanced Data Governance & Analytics for Real Estate

With more data coming from IWMS, BMS, and IoT sensors, the ability to govern, analyse, and extract meaningful insights from this data is paramount. You'll need to ensure data quality, security, and privacy, while also using advanced analytics to drive strategic decisions for the entire portfolio.

Data Lake & Data Warehouse Architectures · Data Visualisation & Dashboarding (Executive Level) · Data Privacy & Security Regulations (e.g., GDPR) · Predictive Modelling for Portfolio Performance

  • This quarter: Work with our IT and Data teams to understand our current data infrastructure and identify gaps for real estate data.
  • Next 6 months: Commission a review of our data governance policies specifically for property-related data.
  • Next 12 months: Lead the development of a unified data dashboard for key property metrics, accessible to the C-Suite.
  • Month 18: Explore partnerships with proptech companies offering advanced real estate analytics platforms.

Quick win: Identify one key portfolio metric (e.g., energy consumption) and work with your team to automate its data collection and reporting into a simple, weekly dashboard.

Robotic Process Automation (RPA) for FM Operations

Many routine, repetitive tasks in facilities management – from invoice processing to basic work order creation – can be automated using RPA. As Director, you'll need to identify these opportunities across your portfolio to drive significant efficiency gains and free up your team for more strategic work.

Process Mapping & Optimisation · RPA Software Platforms (e.g., UiPath, Automation Anywhere) · ROI Calculation for Automation Projects · Change Management for Automation Adoption

  • This quarter: Identify 2-3 highly repetitive administrative tasks within your FM operations that could be automated.
  • Next 6 months: Work with an internal or external RPA specialist to pilot one automation project.
  • Next 12 months: Develop a roadmap for scaling RPA across suitable FM processes, focusing on areas with the highest potential ROI.
  • Month 18: Establish metrics to track the efficiency gains and cost savings from implemented RPA solutions.

Quick win: Start with automating a simple, high-volume task like invoice data entry into your financial system, or routine report generation from your CMMS.

11Staying current once you are in

What people here do to keep up
  • Regularly attending executive-level real estate and facilities management conferences and industry forums (e.g., CoreNet Global, IFMA World Workplace).
  • Participating in peer networking groups for senior facilities leaders to share best practices and insights.
  • Engaging in continuous learning on emerging technologies (AI, IoT, Digital Twins) and sustainability frameworks relevant to real estate.
  • Undertaking executive leadership programmes focused on strategic thinking, change management, and board governance.

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.

ESG Reporting & Sustainability Strategy (Advanced)

Investor and regulatory pressure for robust ESG performance is intensifying. Companies are being judged not just on profit, but on their environmental and social impact. Our property portfolio is a huge part of this, and accurate, verifiable reporting is becoming non-negotiable. It's moving from a 'nice-to-have' to a core business imperative.

  • TCFD (Task Force on Climate-related Financial Disclosures)
  • SBTi (Science Based Targets initiative)
  • Circular Economy Principles in FM
  • Green Building Certifications (e.g., BREEAM, LEED, WELL)

Digital Twin & Smart Building Integration Strategy

The ability to create a 'digital twin' of our buildings – a virtual replica fed by real-time sensor data – is transforming how we manage properties. It offers unprecedented insights into performance, predictive maintenance, and space utilisation. Directors who can harness this will gain significant operational efficiencies and make far more informed capital investment decisions.

  • IoT Sensor Networks for Buildings
  • Building Information Modelling (BIM) Integration
  • Real-time Occupancy & Utilisation Analytics
  • Predictive Maintenance Algorithms (Advanced)

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Real Estate Portfolio Strategy & Optimisation
  • Enterprise OPEX/CAPEX Budget Management & Financial Modelling
  • Global Statutory Compliance & Risk Governance
  • Strategic Vendor Management & Contract Lifecycle
  • Business Continuity & Crisis Management (Enterprise-Wide)

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 / Regional Facilities Manager (L5)

    3-5 years at L5

    Skills to master

    • Mastering regional portfolio management, standardising processes across multiple sites, managing a larger budget, and developing a team of Facilities Managers. You'd be proving your ability to think beyond a single site.

    You're ready to move on when

    • Consistently exceeding regional OPEX/CAPEX targets.
    • Successful delivery of multiple complex regional projects.
    • Strong track record of developing and promoting talent within your regional team.
    • Demonstrated ability to influence senior business unit leaders.
  2. 2

    Head of Real Estate (from a smaller organisation)

    2-4 years in a similar role

    Skills to master

    • Adapting to our organisation's scale and complexity, navigating our specific corporate culture, and building relationships with our C-Suite. You'd be bringing your strategic real estate expertise to a larger stage.

    You're ready to move on when

    • Proven experience managing a full real estate lifecycle (acquisition to disposal).
    • Strong negotiation skills for high-value property transactions.
    • Ability to quickly understand and integrate into a new, larger organisational structure.
    • Demonstrated success in strategic real estate planning.
  3. 3

    Director of Operations (with strong FM exposure)

    4-6 years in a broader operations leadership role

    Skills to master

    • Deepening your specialisation in real estate and facilities, understanding the nuances of property-specific regulations, and building expertise in capital asset management. You'd be leveraging your operational leadership skills in a more focused domain.

    You're ready to move on when

    • Strong track record of driving operational efficiency and cost savings.
    • Experience managing large-scale infrastructure projects.
    • Ability to quickly grasp technical facilities concepts and apply them strategically.
    • Proven leadership of multi-disciplinary teams.

15Where this role leads

The long view: This work can lead to a Chief Real Estate Officer or Chief Workplace Officer role, or to a place on a board as a non-executive director.

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 Real Estate & Facilities Management 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:

  • VP of Global Workplace & Facilities (L7)
  • Chief Operating Officer (COO) / Chief Real Estate Officer

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 Managing Staff and Customers in Facilities Management, worked against Director of Real Estate & Facilities Management.

Managing Staff and Customers in Facilities Management Level 7

Applied to your work in Director of Real Estate & Facilities Management

This unit aims to enable learners to develop, implement, and critically review strategies for improving performance measurement and customer service within facilities management. Learners will also develop and implement strategies for improving customer relationships, aligning these with organisational objectives.

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 Real Estate & Facilities Management
  • Real Estate Portfolio Strategy & Optimisation
  • Enterprise OPEX/CAPEX Budget Management & Financial Modelling
  • Global Statutory Compliance & Risk Governance
  • Strategic Vendor Management & Contract Lifecycle
  • Business Continuity & Crisis Management (Enterprise-Wide)
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 Real Estate & Facilities Management is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP of Global Workplace & Facilities (L7)

    3-5 years

    From business unit strategy to enterprise-wide vision and market positioning.

    • Leading major global real estate transactions and portfolio restructuring.
    • Driving multi-year, multi-million-pound capital investment programmes.
    • Integrating facilities strategy with broader corporate ESG and talent acquisition goals.
    • Managing relationships with global strategic partners and industry bodies.

  2. Chief Operating Officer (COO) / Chief Real Estate Officer

    5-8 years

    From functional leadership to enterprise-wide operational and strategic oversight.

    • Overseeing supply chain, IT operations, and other core business functions.
    • Driving cross-functional operational excellence initiatives.
    • Leading M&A integration across the entire business.
    • Developing and executing global operational strategy.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're meant to be setting strategy, not getting bogged down in operational minutiae or chasing data. AI isn't here to replace you; it's here to supercharge your leadership, giving you back hours every week to focus on what truly matters: our property strategy, our people, and our bottom line.

Imagine having a co-pilot that handles the routine, sifts through mountains of data, and even drafts your communications, all while you focus on the big picture. That's the power of AI for a Director of Real Estate & Facilities Management. It's about getting to insight faster, making decisions with more confidence, and empowering your team to be more efficient.

Automated Strategic Reporting & Analysis

AI can pull data from all your IWMS, BMS, and financial systems, then automatically generate comprehensive reports on portfolio performance, budget variances, and energy consumption. It can even highlight key trends and anomalies, giving you a head start on your board presentations and strategic reviews. No more waiting for manual data compilation.

Predictive Portfolio Optimisation

Beyond just predictive maintenance, AI can analyse market trends, space utilisation data, and business growth projections to recommend optimal property acquisition or disposal strategies. It can forecast future space needs, identify underperforming assets, and even model the financial impact of different real estate scenarios, directly informing your strategic decisions.

Smart Global Vendor & Contract Management

AI tools can continuously monitor global vendor performance against SLAs, identify potential risks, and even suggest alternative suppliers based on market benchmarks and service quality. It can also summarise complex contract clauses, helping you quickly understand key terms for negotiations and compliance across your entire vendor ecosystem.

Executive Communication & Policy Drafting

Use AI to draft clear, concise executive summaries for board reports, develop initial drafts of new global workplace policies, or even prepare talking points for difficult stakeholder conversations. This frees you up to refine the message and focus on the strategic implications, rather than spending hours on the initial draft.

Common questions

Common questions

How do you become a Director of Real Estate & Facilities Management?

Common routes in include Senior / Regional Facilities Manager (3-5 years at L5), Head of Real Estate (from a smaller organisation) (2-4 years in a similar role) and Director of Operations (with strong FM exposure) (4-6 years in a broader operations leadership role). Times vary with prior experience.

Where can a Director of Real Estate & Facilities Management progress to?

This role can lead on to VP of Global Workplace & Facilities (3-5 years) and Chief Operating Officer (COO) / Chief Real Estate Officer (5-8 years), depending on the skills you build.

What new skills matter most for a Director of Real Estate & Facilities Management?

Increasingly, ESG Reporting & Sustainability Strategy (Advanced) and Digital Twin & Smart Building Integration Strategy. 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

The skills used in real estate and facilities management apply across sectors such as technology, finance, retail and manufacturing, especially where property portfolios are large or complex. The strategic challenges and leadership demands stay much the same wherever they're applied.

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.