UK

United Kingdom · Finance · C-Suite (20+ years)

Chief Operating Officer (COO) / Head of Operations

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  • Experience bandC-Suite (20+ years)
  • Direct reports100 reports
  • Reports toChief Executive Officer (CEO)
  • UK framework levelUsually an executive or board-level role

Also advertised as Global Head of Investment Operations · Executive Director of Operations · Chief Operations 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

iCQ Level 3 Certificate in Providing Financial Services iCan Qualifications Limited · Level 3 · covers 3 of 3 standards
City & Guilds Level 3 Award in Providing Financial Services City & Guilds Limited · Level 3 · covers 3 of 3 standards
Highfield Level 3 Certificate in Providing Financial Services (RQF) Highfield Qualifications · Level 3 · covers 2 of 3 standards
City & Guilds Level 2 Award in Providing Financial Services City & Guilds Limited · Level 2 · covers 1 of 3 standards
CISI Level 3 Certificate in Investment Operations Chartered Institute for Securities & Investment · Level 3 · covers 1 of 3 standards
CISI Level 3 Extended Certificate in Investment Operations Chartered Institute for Securities & Investment · Level 3 · covers 1 of 3 standards

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

The units you would start with

Managing the business relationship with clients in a financial services environment iCQ Level 3 Certificate in Providing Financial Services
Processing corporate actions on behalf of investors Highfield Level 3 Certificate in Providing Financial Services (RQF)
Managing the business relationship with clients in a financial services environment City & Guilds Level 2 Award in Providing Financial Services
Asset Servicing CISI Level 3 Certificate in Investment Operations

The future skills this job leans on

AI Fluency working with AI as a thinking partner
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Frontier Fluency the next wave, beyond mainstream AI
Change Fluency taking people through change
Your Plan Illustration

Built for Chief Operating Officer (COO) / Head of Operations

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

  1. Managing the business relationship with clients in a financial services environment iCan Qualifications Limited · covers 3 of 3 standards Level 3
  2. Processing corporate actions on behalf of investors Highfield Qualifications · covers 2 of 3 standards Level 3
  3. Managing the business relationship with clients in a financial services environment City & Guilds Limited · covers 1 of 3 standards Level 2
  4. Asset Servicing Chartered Institute for Securities & Investment · covers 1 of 3 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 Chief Operating Officer (COO) / Head of Operations?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skill this role is being asked for

  • Digital Transformation & AI Strategy 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 Chief Operating Officer (COO) / Head of Operations plan as you set up, starting with the free Emotional Intelligence 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 Chief Operating Officer oversees every process that keeps a firm running, from trade execution to client reporting. The job means making sure the business can deliver on its promises, day in, day out. It involves building operations that can handle pressure and support growth.

4What you'd actually use

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

Portfolio Management & Accounting Systems (e.g., BlackRock Aladdin, SimCorp Dimension) Strategic

Overseeing the selection, implementation, and strategic evolution of core platforms. Engaging with vendors on future roadmaps and ensuring system architecture supports business growth and regulatory needs.

Trade Order Management Systems (e.g., Charles River IMS, Fidessa) Strategic

Defining the firm's trading and execution strategy from an operational perspective. Approving major workflow changes, managing broker connectivity, and driving STP initiatives across the trading lifecycle.

Reconciliation Platforms (e.g., Electra Reconciliation, Duco) Strategic

Setting the firm's reconciliation strategy, ensuring robust controls, and evaluating new technologies (like AI-powered matching) to enhance efficiency and reduce risk. Managing vendor relationships at a strategic level.

Market Data Terminals (e.g., Bloomberg Terminal, Refinitiv Eikon) Strategic

Approving enterprise-wide data strategies, managing major data licenses, and ensuring data governance standards are met. Understanding the strategic implications of market data quality and availability.

SWIFT & Messaging Hubs (e.g., SWIFT Alliance Lite2, DTCC CTM) Strategic

Overseeing the firm's entire messaging infrastructure, planning for major market changes like ISO 20022 migration, and ensuring secure and efficient communication with counterparties globally.

Advanced Excel (Power Query, VBA, XLOOKUP) Intermediate

While not hands-on, you'll need to understand the capabilities and limitations of Excel-based tools within your organisation. You'll approve the migration of critical processes from Excel to enterprise systems and ensure proper controls are in place for any remaining spreadsheets.

Workflow & KPI Dashboards (e.g., Jira, ServiceNow, Tableau, Power BI) Strategic

Defining the firm's operational metrics framework, reviewing executive-level dashboards to monitor key performance indicators (KPIs) like STP rates, operational losses, and cost-per-trade. Using these insights to drive strategic decisions.

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
Enterprise Operational Strategy & Vision N/A N/A N/A
Operational P&L & Major Investment N/A N/A N/A
Organisational Design & Senior Hiring N/A N/A N/A
Regulatory Engagement & Crisis Management N/A N/A N/A

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.

Operational P&L Management
Overall profit and loss for the operations function, reflecting cost efficiency and strategic investments.
Target · Achieve <5% variance from annual budget; demonstrate 5-10% year-on-year cost reduction per unit of activity (e.g., per trade, per client account) through automation and process optimisation.

Reduced operational expenditure by £5M last year while increasing processing capacity by 15%, leading to a 7% improvement in cost-per-trade metric, or, conversely, a £2M budget overrun due to unforeseen system failures.

Regulatory Compliance & Audit Performance
Effectiveness of operational controls in preventing regulatory breaches and ensuring clean audit reports.
Target · Zero material regulatory fines or penalties; zero high-risk findings from internal or external audits; maintain >99.9% compliance with key regulatory reporting deadlines.

Successfully navigated a major FCA review with no significant findings, or, unfortunately, incurred a £250K fine due to a systemic failure in transaction reporting identified by the regulator.

Enterprise Operational Risk Reduction
Minimising the frequency and impact of operational incidents and losses across the firm.
Target · Reduce material operational loss events (e.g., >£100K) by 20% year-on-year; achieve >99.95% Straight-Through Processing (STP) rate for all major asset classes; maintain critical system uptime >99.99%.

Implemented a new pre-trade validation system that reduced failed trades by 15%, preventing an estimated £1M in potential losses, or, conversely, a major system outage led to £500K in client compensation.

Strategic Programme Delivery
Successful execution and benefits realisation of major operational transformation programmes (e.g., new system implementations, market infrastructure changes).
Target · Deliver all critical strategic operational programmes on time and within 10% of budget; achieve 90% adoption rate for new processes/systems within 6 months of rollout.

Successfully led the firm's migration to ISO 20022 messaging standard 3 months ahead of the industry deadline, ensuring seamless connectivity and avoiding disruption, or, a key system upgrade was delayed by 6 months and went 20% over budget.

Board and Executive Confidence
The degree to which the Board and Executive Committee trust the operational function's stability, foresight, and ability to execute.
  • Proactively sought out for strategic input on major firm initiatives
  • operations is consistently viewed as a strength during investor presentations
  • positive feedback from Board members on operational updates
  • operations is seen as a strategic partner, not just a cost centre.
Regulatory Relationship Management
Building and maintaining strong, transparent, and proactive relationships with key regulatory bodies.
  • Regulators consult us on policy changes
  • our firm is seen as a thought leader in operational best practices
  • no surprises during regulatory examinations
  • consistent positive feedback from regulatory liaison meetings.
Organisational Talent & Culture
Cultivating a high-performing, resilient, and ethically sound operational culture.
  • High employee engagement scores within operations
  • low voluntary turnover for critical roles
  • clear succession planning for key leadership positions
  • operations team members are regularly promoted into other parts of the business
  • a culture of continuous improvement and ownership.
Strategic Vendor and Partnership Management
Effectively managing relationships with critical external partners to ensure service excellence and strategic alignment.
  • Vendors consistently meet or exceed SLAs
  • strong, collaborative relationships with key technology and service providers
  • successful negotiation of favourable terms
  • proactive identification and onboarding of strategic partners to enhance capabilities.

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 meetings, working with the CEO and Board to define the firm's future. This means translating market trends and regulatory shifts into tangible operational roadmaps and investment priorities.

Leading the discussion on how to integrate a new business line from an operational perspective, considering all the system, process, and people implications, and presenting the strategic plan to the Board.

Driving Large-Scale Transformation

You'll be overseeing multi-year, multi-million-pound programmes to modernise our operational infrastructure, automate processes, and improve efficiency. It's about fundamentally changing how we do business.

Spearheading a firm-wide migration to a new core investment platform, managing hundreds of people and a £50M budget, with the goal of reducing operational risk and increasing STP rates across the board.

Safeguarding the Firm's Future

A significant part of your role is risk management. You'll be constantly evaluating our operational resilience, ensuring we're protected from cyber threats, market shocks, and regulatory changes. It's about being the ultimate guardian.

Presenting to the Board on the firm's operational resilience framework, detailing our disaster recovery plans, and stress-testing our capabilities against extreme market scenarios.

What frustrates people
  • Dealing with legacy systems that are incredibly difficult to replace or upgrade, requiring constant workarounds.
  • Balancing the Front Office's desire for speed and flexibility with the need for robust controls and compliance.
  • Navigating internal politics and securing budget for critical infrastructure projects that don't generate revenue directly.
  • The constant pressure from regulators, auditors, and the Board to do more with less, while managing ever-increasing complexity.
  • The challenge of attracting and retaining top operational talent in a competitive market, especially for niche skills.
What this role does not give you
  • Direct client interaction on a daily basis (though you'll influence client experience significantly).
  • The satisfaction of personally completing a complex piece of analysis or a trade.
  • A quiet, predictable work schedule; urgent, high-stakes issues will regularly disrupt your plans.
  • A role where you can avoid difficult conversations or making unpopular decisions.

8Who you work with

This role directly shapes the entire company's operational efficiency, risk profile, and capacity for growth. You're accountable for the P&L of the operations function, driving cost reduction, ensuring regulatory compliance, and safeguarding the firm's reputation. Your decisions impact hundreds of employees, billions in assets under management, and our standing in the market. Frankly, you're the one who makes sure we can actually do what we say we're going to do.

Inside the business
  • Chief Executive Officer (CEO)
  • Board of Directors
  • Chief Investment Officer (CIO)
  • Chief Financial Officer (CFO)
  • Chief Risk Officer (CRO)
  • Chief Technology Officer (CTO)
  • Heads of Business Units (e.g., Equities, Fixed Income, Wealth Management)
Outside the business
  • Regulatory Bodies (e.g., FCA, PRA)
  • External Auditors
  • Key Vendors and Service Providers (e.g., custodians, prime brokers, technology partners)
  • Major Institutional Clients and Investors
  • Industry Associations and Standard-Setting Bodies
  • Media and Public Relations

9What you need before you start

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

  • 20+ years of progressive experience within investment operations, with at least 10 years in senior leadership roles (Director/VP level) managing large teams and significant budgets.
  • Proven track record of defining and executing enterprise-wide operational strategies that have delivered measurable improvements in efficiency, risk reduction, and scalability.
  • Extensive experience managing operational P&L (£10M+) and making strategic investment decisions in technology and people.
  • Demonstrated ability to lead and successfully deliver major transformation programmes (e.g., core system migrations, M&A integrations) in a complex financial services environment.
  • Deep expertise in global financial markets, diverse asset classes, and the regulatory landscape impacting investment operations.
  • Exceptional executive presence, communication skills, and a proven ability to influence and engage with Boards, regulators, and C-suite peers.
  • A strong ethical compass and a commitment to fostering a culture of integrity, compliance, and client-centricity.

10What to practise next

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

Data Science & Advanced Analytics Oversight

Operations are becoming increasingly data-driven. You'll need to understand how advanced analytics, predictive modelling, and machine learning can be applied to optimise processes, predict failures, and identify new efficiencies. Your role is to champion and resource these capabilities.

Predictive Operational Risk Modelling · Real-time Operational Intelligence · Explainable AI (XAI) in Operations · Big Data Architectures for Operations

  • This quarter: Meet with your Head of Data Science or CTO to understand their strategic roadmap and how it intersects with operations.
  • Next 6 months: Review proposals for new data analytics initiatives within operations, ensuring they align with strategic objectives and deliver clear ROI.
  • Next 12 months: Ensure your operational leadership team has a strong understanding of data science principles and can effectively manage data-driven teams.
  • Ongoing: Challenge your teams to use data to justify every process change and investment decision.

Quick win: Commission a review of current operational data quality and accessibility, identifying immediate improvements that can unlock advanced analytics capabilities.

ESG Data & Reporting Integration

Environmental, Social, and Governance (ESG) factors are no longer niche; they are central to investment decisions and regulatory scrutiny. As COO, you'll need to ensure our operations can effectively source, process, and report on complex ESG data, supporting our sustainable finance commitments.

ESG Data Sourcing & Validation · SFDR & TCFD Operationalisation · Impact Measurement & Reporting · Greenwashing Risk Mitigation

  • This quarter: Engage with the Head of Responsible Investment and your compliance team to understand upcoming ESG regulatory changes.
  • Next 6 months: Oversee the selection and implementation of new systems or data providers for ESG data management.
  • Next 12 months: Ensure our operational reporting capabilities are fully equipped to meet all current and anticipated ESG disclosure requirements.
  • Ongoing: Foster cross-functional collaboration between operations, investment teams, and compliance on ESG integration.

Quick win: Conduct a gap analysis of our current ESG data capabilities against anticipated regulatory requirements and industry best practices.

11Staying current once you are in

What people here do to keep up
  • Active participation in industry forums, conferences, and executive roundtables (e.g., Sibos, FIA, ISDA) to stay abreast of market developments and regulatory changes.
  • Mentoring senior leaders within the firm and externally, fostering a culture of knowledge sharing and talent development.
  • Engaging with academic institutions and research bodies on emerging technologies and operational best practices.
  • Continuous learning in areas such as AI/ML strategy, cyber security governance, and sustainable finance principles.
  • Building and maintaining a strong professional network with peers at other financial institutions and regulatory bodies.

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.

Digital Transformation & AI Strategy Leadership

The rapid advancement of AI, blockchain, and other digital technologies is fundamentally reshaping financial operations. As COO, you'll need to not just understand these, but strategically direct their adoption across the enterprise to maintain competitiveness and efficiency.

  • AI/ML Governance & Ethics
  • Distributed Ledger Technology (DLT) Implications
  • Hyperautomation & Intelligent Process Automation
  • Cloud-Native Operations

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Operational Risk Management
  • Capital Markets & Financial Product Strategy
  • Regulatory Affairs & Compliance Strategy
  • Large-Scale Programme & Change Management
  • Vendor & Third-Party 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

    Director/VP of Investment Operations (Large Firm)

    3-5 years at this level before COO

    Skills to master

    • Enterprise-level P&L management, multi-business unit oversight, board reporting, strategic vendor negotiation, large-scale transformation leadership.

    You're ready to move on when

    • Successfully led a major operational division (e.g., Global Settlements, Head of Fund Operations) with significant P&L accountability.
    • Consistently delivered on strategic objectives and reduced operational risk across a broad remit.
    • Demonstrated ability to influence executive leadership and manage complex regulatory relationships.
    • Built and mentored a high-performing leadership team.
  2. 2

    Head of Operations (Mid-Sized Firm) / Senior Consultant (Big 4)

    5-7 years at this level before COO

    Skills to master

    • Full operational P&L ownership, end-to-end operational strategy development, managing all middle/back office functions, M&A integration experience, deep regulatory engagement.

    You're ready to move on when

    • Successfully ran all operational functions for a mid-sized investment firm, demonstrating full accountability.
    • Led multiple successful operational change programmes, often within challenging environments.
    • Proven ability to build and scale operational capabilities from the ground up or through significant transformation.
    • Strong external network and reputation within the industry.
  3. 3

    Chief of Staff to a CEO/COO (Large Firm)

    2-4 years in Chief of Staff role, then move to a direct operational leadership role for 3-5 years before COO

    Skills to master

    • Deep understanding of enterprise strategy, executive decision-making processes, cross-functional influencing, stakeholder management at the highest levels, exposure to Board dynamics.

    You're ready to move on when

    • Directly supported a CEO or COO, gaining unparalleled insight into the firm's strategic challenges and operational complexities.
    • Successfully managed critical strategic projects and facilitated executive decision-making.
    • Developed exceptional communication and influencing skills across all levels of the organisation.
    • Has a clear pathway to a direct operational leadership role to gain P&L and team management experience.

15Where this role leads

The long view: This role can lead to chief executive positions, board or committee roles, or senior advisory work drawing on operational and risk expertise.

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 Chief Operating Officer (COO) / Head of Operations 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)
  • Non-Executive Director (NED) / Board Member

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 the business relationship with clients in a financial services environment, worked against Chief Operating Officer (COO) / Head of Operations.

Managing the business relationship with clients in a financial services environment Level 3

Applied to your work in Chief Operating Officer (COO) / Head of Operations

This unit aims to equip learners with the skills and knowledge to effectively manage business relationships with clients in a financial services environment. Learners will learn how to prepare for and deliver excellent customer service, manage client expectations, address concerns, and handle feedback professionally, while adhering to organisational procedures.

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
Chief Operating Officer (COO) / Head of Operations
  • Enterprise Operational Risk Management
  • Capital Markets & Financial Product Strategy
  • Regulatory Affairs & Compliance Strategy
  • Large-Scale Programme & Change Management
  • Vendor & Third-Party 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.

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

Chief Operating Officer (COO) / Head of Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Executive Officer (CEO)

    3-5 years as COO

    Enterprise-wide leadership, ultimate accountability for firm strategy and performance.

    • Enterprise-level market positioning
    • M&A origination and execution
    • Strategic partnerships and ecosystem development
    • Talent acquisition and retention at the executive level

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

    Immediately or within 1-2 years of COO role

    Strategic oversight, governance, and advisory role across multiple organisations.

    • Industry thought leadership and advocacy
    • Cross-sector strategic insight
    • Regulatory liaison at a governance level
    • Succession planning and executive remuneration oversight
Working with AI on the job

Working with AI

Where AI is starting to help

As COO, your time is precious, and every decision carries significant weight. Imagine having an intelligent co-pilot that can cut through the noise, synthesise vast amounts of information, and flag critical risks before they escalate. That's the power of AI at the executive level.

AI isn't just for junior analysts anymore. It's a strategic tool that can transform how you manage risk, drive efficiency, and communicate with stakeholders. We're building an internal AI Productivity Hub specifically designed to augment executive functions, helping you make faster, more informed decisions and free up your most valuable asset: your strategic thinking capacity.

Strategic Risk Modelling & Scenario Planning

Use AI to run complex simulations of market shocks, geopolitical events, or cyber-attacks. Get instant insights into potential operational impacts, liquidity risks, and regulatory exposures. It's about proactive defence, not reactive damage control.

Regulatory Intelligence & Compliance Monitoring

AI can continuously scan global regulatory updates, legal documents, and news feeds, flagging relevant changes that impact our operations. It can even help draft initial impact assessments and compliance reports, ensuring we're always ahead of the curve.

Investor Relations & Board Communication

Leverage LLMs to draft compelling investor updates, board papers, and executive summaries. AI can analyse sentiment in market reports and social media, helping you tailor your message and anticipate questions from investors or the Board. It's about precision and impact.

Enterprise Operational Efficiency Benchmarking

AI can analyse our internal operational data against industry benchmarks and best practices, identifying hidden inefficiencies, bottlenecks, and areas for automation across the entire firm. It's like having a consultant constantly looking for ways to save money and improve performance.

Common questions

Common questions

How do you become a Chief Operating Officer (COO) / Head of Operations?

Common routes in include Director/VP of Investment Operations (Large Firm) (3-5 years at this level before COO), Head of Operations (Mid-Sized Firm) / Senior Consultant (Big 4) (5-7 years at this level before COO) and Chief of Staff to a CEO/COO (Large Firm) (2-4 years in Chief of Staff role, then move to a direct operational leadership role for 3-5 years before COO). Times vary with prior experience.

Where can a Chief Operating Officer (COO) / Head of Operations progress to?

This role can lead on to Chief Executive Officer (CEO) (3-5 years as COO) and Non-Executive Director (NED) / Board Member (Immediately or within 1-2 years of COO role), depending on the skills you build.

What new skills matter most for a Chief Operating Officer (COO) / Head of Operations?

Increasingly, Digital Transformation & AI Strategy 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 8

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

A strong grasp of complex operations, risk management and large-scale transformation carries across industries. It can lead to operational leadership roles in insurance, asset management or large technology firms, or to advisory work with private equity or venture capital firms supporting portfolio companies.

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 Emotional Intelligence 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.