UK

United Kingdom · Finance · Director/VP (16-20 years)

Director of Finance

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 reports5-8 reports
  • Reports toChief Financial Officer (CFO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Financial Reporting · Head of Group Accounting · Finance Director, Business Unit

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Level 5 Award in Analysis Financial Performance Institute of Sales Professionals · Level 5 · covers 1 of 6 standards
Level 5 Certificate in Professional Sales Institute of Sales Professionals · Level 5 · covers 1 of 6 standards
Level 5 Diploma in Professional Sales Institute of Sales Professionals · Level 5 · covers 1 of 6 standards
ISM Level 5 Diploma in Sales (RQF) Institute of Sales Management · Level 5 · covers 1 of 6 standards
CMI Level 5 Award in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 6 standards
NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 1 of 6 standards

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

The units you would start with

Analyse Financial Performance Level 5 Award in Analysis Financial Performance
Analysing the financial potential and performance of customer accounts ISM Level 5 Diploma in Sales (RQF)
Managing Finance CMI Level 5 Award in Management and Leadership

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
Automation Fluency building AI into how work runs
Change Fluency taking people through change
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Your Plan Illustration

Built for Director of Finance

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

  1. Analyse Financial Performance Institute of Sales Professionals · covers 1 of 6 standards Level 5
  2. Analysing the financial potential and performance of customer accounts Institute of Sales Management · covers 1 of 6 standards Level 5
  3. Managing Finance Chartered Management Institute · covers 1 of 6 standards Level 5
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 Finance?

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 & Automation Strategy for Finance
  • Advanced Data Storytelling & Visualisation
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 Finance plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

This job means leading financial reporting for a business unit or a whole organisation. You give the CFO a clear, accurate picture of financial health, and make sure everything reported can withstand scrutiny. It calls for deep technical accounting knowledge and the ability to lead people and shape strategy.

4What you'd actually use

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

SAP S/4HANA / Oracle NetSuite (Strategic) Strategic

Leading module implementation/upgrades, defining the Chart of Accounts, establishing system controls and data governance, designing the overall financial system architecture for the business unit or company. You're not just a user; you're an architect and owner.

Microsoft Excel (Architect) Architect

Designing enterprise-level Excel standards for financial modelling and analysis, vetting complex models for integrity and robustness, integrating Excel outputs with BI tools, and setting best practices for data manipulation and presentation. You'll use it to challenge and validate, not just to build.

Anaplan / Workday Adaptive Planning (Architect) Architect

Owning the corporate financial model, designing complex planning scenarios (e.g., M&A integration, new market entry), overseeing the budgeting and forecasting cycles, and presenting consolidated financial forecasts to the Board and executive team. You're the master of the financial future.

Microsoft Power BI / Tableau (Strategic) Strategic

Defining the finance department's overall BI strategy, ensuring data governance and a 'single source of truth' for financial reporting, overseeing the development of executive dashboards, and using these tools to drive strategic insights and decision-making across the business. You'll interpret the visualisations, not just build them.

Diligent Boards / BoardVantage (Expert) Expert

Preparing, curating, and distributing secure board packs for Audit Committee and Board meetings. This includes managing sensitive financial information, ensuring version control, and presenting key financial updates to the Board. You're responsible for the integrity of board-level communications.

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
Accounting Policy Interpretation Escalate complex interpretations to Senior Company Accountant. Propose interpretations for routine transactions, seek Senior Company Accountant approval for novel ones. Make technical decisions within scope (e.g., revenue recognition for standard contracts), consult Director on highly complex or material issues.
Budget Allocation (within Finance) No authority. Recommend software purchases up to £1K. Approve minor project expenses up to £5K, recommend larger spend to Accounting Manager.
Hiring & Performance Management No direct reports. Provide informal feedback to junior colleagues. Mentor 0-2 junior accountants, provide input on performance reviews for L1/L2.
External Audit Strategy Prepare requested documentation. Respond to auditor queries on routine transactions. Lead discussions with auditors on specific workstreams (e.g., fixed assets), propose solutions to minor findings.

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.

Financial Statement Accuracy
Number of material misstatements or significant audit adjustments identified by external auditors in the annual financial statements.
Target · Zero material misstatements; < 3 significant audit adjustments (defined as > £50K impact)

After the year-end audit, we had zero material misstatements and only two adjustments over £50K, both related to complex new revenue recognition interpretations, which is a solid result for a business of our size.

Days to Close Books (DTC)
The number of business days it takes from month-end to the final sign-off of consolidated financial statements for internal reporting.
Target · Reduce DTC from 7 days to 5 days within 18 months, maintaining accuracy.

We consistently hit a 5-day close in Q4, down from 7 days at the start of the year, meaning business leaders get their numbers faster to react to market changes.

Cost of Finance Function (as % of Revenue)
The total operating cost of the finance department (including salaries, systems, external fees) as a percentage of the company's revenue.
Target · Maintain or reduce cost of finance to < 1.2% of revenue, while improving service levels.

Despite investing in a new ERP system, we managed to keep our finance costs at 1.1% of revenue this quarter, thanks to process automation and smart resource allocation.

Internal Control Effectiveness
Number and severity of control deficiencies identified by internal or external audit, particularly those impacting financial reporting.
Target · < 2 significant control deficiencies per year; zero material weaknesses.

Our recent internal audit found only one minor control deficiency in our expense reporting process, which was quickly remediated, showing the strength of our overall control environment.

Board and Executive Trust
How much the CFO, CEO, and Board rely on your team's financial insights for strategic decision-making and have confidence in your reporting.
  • You're proactively invited to strategic planning meetings. Your opinions are sought on complex accounting matters. The Board Audit Committee consistently praises the clarity and accuracy of your presentations. The CFO rarely second-guesses your team's numbers.
Team Development & Retention
The growth, engagement, and stability of your accounting team.
  • High retention rates within your direct team (e.g., <10% voluntary turnover). At least one direct report is identified as 'ready for promotion' each year. Positive feedback in skip-level meetings about your leadership and mentorship. Your team members are actively pursuing professional qualifications (e.g., ACA, ACCA, CIMA).
Cross-Functional Collaboration
Your ability to work effectively with other departments (Sales, Product, Legal) to ensure financial reporting accurately reflects business operations and supports commercial goals.
  • You're seen as a trusted business partner, not just 'the accounting police'. Other departments proactively consult Finance on new initiatives (e.g., new product launches, complex contracts) before they're finalised. Feedback from peer Directors indicates smooth, productive working relationships.
Audit Relationship Management
The effectiveness and efficiency of managing the external audit process.
  • Auditors complete their work on time and within budget. Their feedback highlights strong documentation and clear explanations from your team. There are minimal contentious discussions or disagreements during the audit. The 'PBC list' is delivered promptly and comprehensively.

7Would you like it

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

What people enjoy
Ensuring Financial Integrity

You'll feel a deep sense of satisfaction when the financial statements are signed off by the auditors with a clean opinion. You'll meticulously review complex journal entries and reconciliations, knowing that every number contributes to the overall truth. You genuinely enjoy the challenge of making sure everything 'ties out'.

Spending extra time to fully understand a new, complex revenue stream and ensuring its accounting treatment is 100% compliant, even if it means pushing back on a commercial team's preferred method.

Leading and Developing a High-Performing Team

You'll get a real buzz from seeing your team members grow, take on more responsibility, and solve challenging problems. You'll spend time mentoring, coaching, and providing constructive feedback, knowing that their success is your success. Building a strong team culture is important to you.

Successfully guiding an Accounting Manager through their first full year-end audit, empowering them to lead the process and celebrating their achievements.

Strategic Business Partnering

You're motivated by the opportunity to sit at the table with business leaders, providing financial insights that genuinely shape strategy. You won't just present numbers; you'll interpret them, explain the 'so what', and help drive better commercial outcomes. You enjoy bridging the gap between finance and the wider business.

Working with the Head of Sales to structure a new product offering in a way that optimises revenue recognition while still being commercially attractive.

What frustrates people
  • The relentless cycle of month-end, quarter-end, and year-end close, with the same intense pressures appearing like clockwork.
  • Dealing with the 'receipt chase' or missing documentation, especially from senior staff who should know better.
  • The constant tension between commercial objectives and strict accounting compliance, often making you feel like the 'no' department.
  • Legacy systems that require manual interventions and workarounds, hindering efficiency and increasing error risk.
  • The sheer volume of new accounting standards and regulatory changes that require deep analysis and implementation, often with tight deadlines.
  • Managing audit expectations and demands, which can feel like an endless stream of requests for 'just one more thing'.
What this role does not give you
  • A quiet, predictable 9-to-5 job – month-ends and audit periods are anything but.
  • A role where you're always the 'popular' one, as you'll often have to enforce policies or deliver difficult financial truths.
  • Complete autonomy without external scrutiny – your work is constantly reviewed by auditors, regulators, and the Board.
  • A role focused solely on 'new and exciting' projects; a significant portion is about maintaining the integrity of the core financial engine.

8Who you work with

This role directly impacts the integrity and credibility of our financial reporting, which in turn influences investor confidence, regulatory compliance, and the ability of our leadership to make sound strategic decisions. You're essentially the gatekeeper for all financial truth, protecting the company's assets and reputation. Your leadership ensures the business unit or company's financial health is accurately represented, enabling multi-year planning and significant capital allocation decisions.

Inside the business
  • Chief Financial Officer (CFO)
  • CEO and Executive Leadership Team
  • Heads of Business Units (Sales, Product, Operations)
  • Internal Audit Committee
  • Legal Counsel
Outside the business
  • External Auditors (Big Four typically)
  • Regulatory Bodies (e.g., FCA, HMRC)
  • Investors and Analysts
  • Tax Advisors
  • Banking Partners

9What you need before you start

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

  • A minimum of 16 years of progressive experience in accounting and financial reporting, with at least 5-7 years in a senior leadership or management role (e.g., Accounting Manager, Financial Controller).
  • Demonstrable experience leading and managing large teams (20+ people, including managers) through complex financial cycles and audits.
  • Proven expertise in IFRS or US GAAP, including the implementation of new accounting standards and complex technical interpretations.
  • Extensive experience with major ERP systems (e.g., SAP S/4HANA, Oracle NetSuite) at a strategic or architectural level.
  • A strong track record of successfully managing external audit relationships with Big Four firms.
  • Experience in a multi-national or complex organisational structure, dealing with intercompany transactions and consolidation.

10What to practise next

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

Cloud ERP & Financial System Architecture

The move to cloud-native ERPs (like SAP S/4HANA Cloud, Oracle NetSuite) is accelerating. As a Director, you need to understand the architectural implications, integration challenges, and strategic benefits of these systems to lead successful transformations and ensure data integrity.

SaaS vs. On-Premise Financial Systems · API-First Integration Strategies · Data Lakes & Warehousing for Finance · Cybersecurity & Data Privacy in Cloud Finance

  • This month: Research the latest trends in cloud ERP systems and their impact on finance functions.
  • Next quarter: Engage with your IT leadership to understand the company's current and future technology roadmap for finance systems.
  • Month 3: Lead a cross-functional working group to assess the current state of financial system integrations and identify pain points.
  • Month 6: Develop a proposal for a phased upgrade or enhancement plan for a key financial system, outlining benefits and risks.

Quick win: Schedule a demo with a vendor of a leading cloud ERP system, even if you're not buying immediately. Understand their vision and capabilities.

Integrated Risk Management & Compliance Platforms

Regulatory scrutiny is increasing, and the complexity of managing financial risk across global operations demands integrated solutions. You'll need to understand how to leverage these platforms to enhance control, streamline audits, and ensure continuous compliance.

GRC (Governance, Risk, and Compliance) Frameworks · Continuous Control Monitoring · Regulatory Mapping & Impact Assessment · Audit Management & Workflow Automation

  • This month: Research leading GRC or integrated risk management platforms relevant to finance.
  • Next quarter: Collaborate with your Internal Audit team to understand their current challenges and how technology could help.
  • Month 3: Attend a webinar or conference on integrated risk management in finance.
  • Month 6: Develop a business case for investing in a new compliance platform, highlighting efficiency gains and risk reduction.

Quick win: Review your current control documentation. Can you identify any areas where manual checks could be automated with existing tools, even simple ones?

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and seminars on new accounting standards (e.g., IFRS updates, regulatory changes) and financial technology.
  • Participate in executive leadership development programmes, focusing on strategic thinking, influence, and change management.
  • Engage in peer networking groups with other Finance Directors to share best practices and discuss emerging challenges.
  • Pursue continuous learning in areas like AI in Finance, advanced data analytics, and cybersecurity for financial systems.
  • Consider non-executive director (NED) roles in smaller organisations to gain broader board experience and perspective.

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 & Automation Strategy for Finance

Competitors are already using AI to automate routine tasks, detect anomalies, and generate insights faster. Directors who don't understand how to strategically deploy AI will find their teams less efficient and their insights less timely. This isn't about you coding, it's about leading the adoption.

  • Process Mining & Automation Opportunities
  • Ethical AI & Data Governance
  • LLM Integration for Reporting
  • AI-Driven Risk & Compliance

Advanced Data Storytelling & Visualisation

The volume of financial data is exploding. Executives and Board members don't have time to wade through spreadsheets. Your ability to distil complex financial narratives into clear, compelling, and actionable visual stories is becoming paramount for influencing strategic decisions.

  • Narrative Structure for Financial Insights
  • Effective Visualisation Principles
  • Audience-Centric Communication
  • Interactive Dashboard Design

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • GAAP/IFRS Standards (Expert)
  • Month-End Close Process Leadership
  • Internal Controls & SOX Compliance (Architect)
  • Variance & Flux Analysis (Strategic)
  • Statutory Reporting & Tax Compliance (Oversight)

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

    Financial Controller (Large Organisation)

    3-5 years as a Financial Controller

    Skills to master

    • Mastering the full accounting close cycle for a significant entity, leading a substantial team, managing external audits, and implementing complex accounting standards. You'd also need to demonstrate strong business partnering skills.

    You're ready to move on when

    • Successfully led a year-end audit with a clean opinion.
    • Consistently delivered financial statements on time and accurately.
    • Developed and mentored at least two managers to promotion.
    • Implemented significant process improvements or system upgrades.
  2. 2

    Head of Group Reporting / Group Accountant

    4-6 years in a Group Reporting role

    Skills to master

    • Deep expertise in consolidation accounting, multi-currency reporting, intercompany eliminations, and managing complex group structures. Strong technical accounting skills, especially IFRS, are paramount, as is presenting consolidated results to senior leadership.

    You're ready to move on when

    • Successfully managed the consolidation process for a multi-national group.
    • Led the implementation of a new IFRS standard across multiple entities.
    • Effectively managed relationships with external auditors at a group level.
    • Demonstrated ability to simplify complex group financial structures for executive understanding.
  3. 3

    Big Four Audit Senior Manager / Director

    15+ years in public practice, reaching Senior Manager or Director level

    Skills to master

    • Extensive experience across multiple industries, deep technical accounting knowledge (IFRS/GAAP), strong client management and influencing skills, and the ability to lead large audit engagements. You'd need to translate that advisory experience into an in-house leadership role.

    You're ready to move on when

    • Managed a portfolio of complex audit clients, including listed entities.
    • Advised clients on the implementation of new accounting standards.
    • Led large audit teams and developed junior staff.
    • Proven ability to transition from an advisory to an operational leadership role.

15Where this role leads

The long view: This work can lead towards a Chief Financial Officer role, a Chief Accounting Officer role, or a non-executive director position on a board.

16Pay and demand

Pay & demand

Typical pay £76,447 a year Source: ONS Annual Survey of Hours and Earnings, 2025 (provisional), under the Open Government Licence v3.0

The figure is the median for full-time employees in the ONS occupation this job title codes to (Financial managers and directors), from the April 2025 survey, about six months old when published, as ASHE always is. It is that occupation's middle, not this role's. Half earn more.

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 Finance 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 Analyse Financial Performance, worked against Director of Finance.

Analyse Financial Performance Level 5

Applied to your work in Director of Finance

The objective of this unit is to enable learners to analyse financial performance using appropriate tools and techniques. Learners will be able to evaluate financial risks, adhere to organisational procedures, and estimate future financial performance for customer accounts.

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.

Start my Director of Finance plan, free
See Your Progress Grow Illustration
Director of Finance
  • GAAP/IFRS Standards (Expert)
  • Month-End Close Process Leadership
  • Internal Controls & SOX Compliance (Architect)
  • Variance & Flux Analysis (Strategic)
  • Statutory Reporting & Tax Compliance (Oversight)
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.

17The 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 Finance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Financial Officer (CFO)

    3-5 years as Director of Finance

    Level 7 (C-Suite)

    • Treasury and cash management strategy
    • Tax strategy and optimisation (group level)
    • Risk management framework (enterprise-wide)
    • Legal and regulatory compliance (broader scope)

  2. VP, Corporate Development / M&A

    3-4 years as Director of Finance

    Level 6/7 (Specialised Executive)

    • Market analysis and competitive intelligence
    • Legal aspects of M&A transactions
    • Financial modelling for M&A scenarios
    • Strategic due diligence (commercial, operational)
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, even at the Director level, there's always too much to do. Imagine reclaiming a significant chunk of your week, not by working less, but by working smarter. AI isn't just for junior roles; it's a game-changer for strategic finance leaders, freeing you up to focus on what truly matters: driving the business forward.

For a Director of Finance, AI and automation aren't about replacing your strategic judgment; they're about amplifying it. These tools can handle the heavy lifting of data analysis, compliance checks, and even initial report drafting, giving you more time to interpret, challenge, and influence. Think of it as having an army of highly efficient, tireless assistants at your disposal, allowing you to focus on the 'why' and the 'what next' rather than the 'how'.

Automated Board Report Drafting

Connect AI tools to your ERP and BI systems (like SAP S/4HANA and Power BI) to generate initial drafts of board-level commentary and executive summaries. This includes variance analysis explanations and key financial highlights, allowing you to refine and add strategic insights rather than starting from scratch. Imagine getting a first pass of your quarterly report in minutes, not hours.

Advanced Anomaly & Risk Detection

Use AI algorithms to continuously monitor general ledger transactions and financial data for unusual patterns, potential fraud indicators, or control breaches. This goes beyond simple rule-based alerts, identifying subtle anomalies that human review might miss, giving you proactive insights into financial risks across your business unit.

Regulatory Impact Analysis & Summarisation

Feed new accounting standards (e.g., IFRS, GAAP pronouncements) or regulatory updates into an LLM-powered tool. It can then summarise key changes, identify potential impacts on your financial statements and internal controls, and even suggest implementation steps. This drastically cuts down the time spent on dense legalistic reading and interpretation.

Strategic Scenario Modelling & Forecasting

Integrate AI with your financial planning tools (like Anaplan or Workday Adaptive Planning) to run complex 'what-if' scenarios faster. AI can help identify optimal budget allocations, assess the financial impact of different strategic choices (e.g., M&A, new market entry), and refine long-range forecasts with greater accuracy and speed, freeing up your team for deeper analysis.

Common questions

Common questions

How do you become a Director of Finance?

Common routes in include Financial Controller (Large Organisation) (3-5 years as a Financial Controller), Head of Group Reporting / Group Accountant (4-6 years in a Group Reporting role) and Big Four Audit Senior Manager / Director (15+ years in public practice, reaching Senior Manager or Director level). Times vary with prior experience.

Where can a Director of Finance progress to?

This role can lead on to Chief Financial Officer (CFO) (3-5 years as Director of Finance) and VP, Corporate Development / M&A (3-4 years as Director of Finance), depending on the skills you build.

What new skills matter most for a Director of Finance?

Increasingly, AI & Automation Strategy for Finance and Advanced Data Storytelling & Visualisation. These are the skills our record of this role lists as growing.

Free tools

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

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18Where 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 finance

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

Financial expertise, leadership skills, and a strategic mindset carry across sectors. This can lead into other regulated industries such as financial services or pharmaceuticals, or into private equity backed businesses where financial management drives value creation. Sound accounting principles and financial leadership apply whatever the industry.

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 Director of Finance plan, free 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.