UK

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

Director of People & Culture

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toChief People Officer (CPO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Human Resources (Business Unit) · Head of HR Business Partnering · HR 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

No confident skill match yet for Director of People & Culture. The closest we hold is below.

IAO Level 5 Diploma in Leadership and Management Innovate Awarding · Level 5 · covers 1 of 1 standard

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

The units you would start with

Workforce planning IAO Level 5 Diploma in Leadership and Management
Workforce Planning to Improve Productivity NOCN Level 4 Diploma in The Management of Productivity

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
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for Director of People & Culture

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

  1. Workforce planning Innovate Awarding · covers 1 of 1 standards Level 5
  2. Workforce Planning to Improve Productivity NOCN · covers 1 of 1 standards Level 4
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 People & Culture?

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 for Strategic Workforce Planning & Predictive Analytics
  • Ethical AI in HR & Data Governance
  • Building Resilient Organisational Cultures in Hybrid/Remote Models
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 People & Culture plan as you set up, starting with the free Data Fluency module. No card.

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

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

3What this role really is

This role covers the people strategy for a business unit, working closely with the CPO to align people plans with commercial goals. It means shaping how the business grows, develops staff, and keeps its best people in that area.

4What you'd actually use

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

Workday HCM (or similar enterprise HRIS) Strategic

Leading the strategic use of Workday for workforce planning, talent management, and advanced reporting within your business unit. You'll own the data integrity strategy and ensure its integration with other enterprise systems (e.g., Finance).

Greenhouse (or similar enterprise ATS) Strategic

Overseeing the talent acquisition tech stack for your business unit, ensuring it supports strategic hiring goals, compliance, and provides robust analytics for workforce planning. You'll use data from Greenhouse to inform talent strategy.

Culture Amp / Lattice (or similar engagement platform) Strategic

Defining the overall listening strategy for your business unit, linking engagement data to business outcomes (e.g., attrition, productivity), and coaching executive leaders on interpreting and acting on results. You'll design surveys and interpret complex data.

Pave / Radford (Aon) (or similar compensation benchmarking tool) Strategic

Designing and overseeing the compensation strategy for your business unit, selecting benchmarking partners, and presenting compensation philosophy and outcomes to the CPO and potentially the Board's Compensation Committee.

Tableau / Power BI / Visier (or similar People Analytics platform) Architect

Championing the People Analytics function for your business unit, driving investment in advanced platforms like Visier, and presenting data-driven narratives to the executive team that inform strategic talent decisions. You'll be the one asking the hard questions of the data.

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
Organisational Design Changes (Business Unit) N/A N/A Propose minor team structure adjustments to a manager, with manager and HRBP approval.
People Programme Budget Allocation N/A N/A Recommend spend for a specific programme up to £5K to a Senior HRBP or Manager.
High-Risk Employee Relations (ER) Case Resolution N/A N/A Investigate and recommend actions for standard ER cases, with manager and legal review.

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.

Overall Employee Engagement Score (Business Unit)
The average score from our annual engagement survey and quarterly pulse surveys for your specific business unit.
Target · Achieve top quartile for industry benchmark (e.g., >75% favourable score) and demonstrate year-on-year improvement.

If the business unit's engagement score moves from 68% to 72% over 12 months, and this is above industry average, that's a win. We're looking for sustained positive trends.

Leadership Bench Strength (Business Unit)
The percentage of critical leadership roles within your business unit that have at least one 'ready-now' or 'ready-in-12-months' internal successor identified.
Target · Maintain >30% 'ready-now' and >60% 'ready-in-12-months' for critical roles.

After a key VP leaves, if we can promote an internal candidate who was identified and developed through your succession planning, that shows real impact. If we have to go external for 80% of leadership roles, we've got a problem.

Offer Acceptance Rate for Senior Roles (Business Unit)
The percentage of accepted offers for roles at Director level and above within your business unit.
Target · Maintain >85% acceptance rate for senior roles.

If we extend 10 offers for critical Director roles in a quarter and 9 are accepted, that's 90%. This tells us if our total rewards and employer brand are competitive for top talent.

Glassdoor 'Recommend to a Friend' Rating (Company-wide contribution)
Your business unit's contribution to the overall company score on Glassdoor for employees recommending us to a friend.
Target · Contribute to maintaining a company-wide rating of >4.5 stars.

You'll be expected to understand feedback specific to your business unit and implement targeted actions that improve the employee experience, which in turn boosts our external reputation. If your business unit's sentiment consistently lags, we'll need to know why.

People Budget Adherence (Business Unit)
How well your business unit's people-related spend (e.g., L&D, recognition, HR tech licences) stays within the allocated budget.
Target · Maintain spend within ±5% of approved budget.

If your approved L&D budget for the year is £2M, we'd expect you to manage that spend effectively, perhaps coming in at £1.95M or £2.05M. Significant overspending or underspending without a clear rationale will raise questions.

Strategic Partnership & Influence
Your ability to be seen as a trusted advisor and strategic partner by the business unit's VP and their leadership team, proactively shaping their people agenda.
  • You're regularly invited to business unit leadership meetings, not just HR updates. Your opinions are actively sought on critical business decisions with people implications (e.g., market entry, product pivots). Leaders proactively come to you for advice before making major talent changes. You're seen as an equal partner, not just a service provider.
Organisational Health & Effectiveness
The overall health of your business unit's talent ecosystem, including clear roles, effective leadership, and a culture that supports performance and growth.
  • You'll see a reduction in 'firefighting' ER issues, indicating better management capability. There's clear evidence of career pathways and internal mobility. Feedback from skip-level conversations suggests managers are developing their teams effectively. You're able to articulate the 'pulse' of the organisation without solely relying on survey data.
Change Leadership & Adoption
How effectively you lead and support major organisational changes within your business unit, ensuring high adoption rates and minimal disruption.
  • New HR programmes (e.g., a new performance management cycle, a revised compensation structure) are adopted smoothly and consistently across your business unit. Post-change surveys show high understanding and acceptance. You're able to anticipate resistance and proactively address it, rather than just reacting.
Talent Development & Capability Building
Your success in building and implementing programmes that genuinely develop the capabilities of leaders and individual contributors within your business unit.
  • Evidence of tailored development plans for high-potential employees. Managers in your business unit consistently receive positive feedback on their coaching and development skills. You can point to specific examples where capability gaps were identified and successfully addressed through your initiatives. We're seeing more internal promotions into key roles.

7Would you like it

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

What people enjoy
Strategic Impact & Organisational Transformation

You thrive on seeing your people strategies translate into tangible business results, whether that's improved productivity, reduced regrettable attrition, or a stronger leadership pipeline. You love the challenge of taking a complex organisational problem and designing a multi-year solution that genuinely transforms how a business unit operates.

Leading a complete overhaul of the business unit's talent review process, resulting in a 20% increase in internal promotions to critical roles within 18 months.

Building High-Performing Teams & Leaders

There's deep satisfaction for you in coaching senior leaders, helping them refine their management skills, and seeing your direct reports grow into even more impactful roles. You're passionate about creating an environment where talent can truly flourish, and you actively invest in developing the next generation of leaders.

Mentoring a Senior People & Culture Business Partner who then successfully steps up to manage their own team, or seeing a VP adopt a new leadership style you've coached them on, leading to a more engaged team.

Solving Complex, Ambiguous People Challenges

You don't shy away from the messy stuff—the tricky ER cases, the politically charged re-organisations, or trying to build a people analytics function from disparate data sources. You enjoy dissecting these challenges, bringing clarity to ambiguity, and designing solutions that balance legal compliance, business needs, and employee experience.

Developing a new global hybrid work policy that balances employee flexibility with business needs and legal requirements across multiple jurisdictions, presenting it to the C-suite for approval.

What frustrates people
  • Being held accountable for improving company culture when senior leaders refuse to address toxic behaviour from a high-performer or won't invest in essential manager training.
  • The 'strategic partner' paradox: being asked for strategic input but then spending 40% of your time cleaning up basic management messes (e.g., a Director who hasn't given feedback in a year and now wants to fire someone without process).
  • The constant confidentiality burden: knowing about pending layoffs, executive compensation, or serious ER cases for months and not being able to share the stress or details with anyone, even your closest colleagues.
  • Trying to build a credible people analytics function when your data is spread across five different, often messy, systems that don't talk to each other, requiring hours of manual cleanup.
  • Being the 'no' department: constantly having to be the voice of reason, risk, and compliance, which can feel like you're stifling innovation or speed, even when it's necessary for the business's long-term health.
What this role does not give you
  • A quiet, predictable routine with clear-cut answers to every problem.
  • A role where you always get immediate credit or public recognition for your efforts.
  • An environment free from emotional labour or difficult conversations.
  • The ability to always implement your preferred solution without needing to compromise or gain consensus.

8Who you work with

You'll shape the talent landscape for a significant part of the business, directly influencing everything from hiring and retention to leadership development and overall employee experience. Your decisions will affect the business unit's P&L, its ability to execute on strategic initiatives, and its overall market competitiveness. It's a big remit, and frankly, the CPO and the business unit's VP will be looking to you for answers.

Inside the business
  • Business Unit VPs and Senior Directors (e.g., VP of Engineering, VP of Sales)
  • Finance Leadership (CFO, Head of FP&A)
  • Legal Counsel
  • Talent Acquisition Leadership
  • Total Rewards Leadership
  • Diversity, Equity, and Inclusion (DEI) Council
Outside the business
  • Executive Search Firms
  • Compensation Benchmarking Partners
  • External Legal Counsel (for complex ER cases)
  • Industry Associations and Thought Leaders

9What you need before you start

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

  • Proven track record of leading HR functions or significant HR workstreams for at least 10 years, with a minimum of 5 years managing a team of HR professionals.
  • Demonstrable experience in designing and implementing large-scale organisational change programmes.
  • Extensive experience advising senior leadership (VP/SVP level) on complex talent and people strategy issues.
  • Deep expertise in at least three core HR domains: e.g., Organisational Design, Total Rewards, Workforce Planning, or Employee Relations.
  • A strong commercial acumen, understanding how people strategy directly impacts business P&L and growth.

10What to practise next

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

HR Systems Architecture & Integration

Critical within 12 months—our HR systems need to talk to each other seamlessly. You'll need to understand how to design and oversee the integration of various HR platforms (HRIS, ATS, L&D, Compensation) to create a single source of truth for people data. This means less manual data cleanup and more reliable insights.

API Integrations & Data Connectors · Data Warehousing for People Analytics · Vendor Management & System Roadmapping

  • This quarter: Schedule deep-dive sessions with our IT team to understand our current HR tech architecture and integration points.
  • Next 6 months: Lead a project to audit the data integrity across our core HR systems, identifying and resolving discrepancies.
  • Next 12 months: Develop a 3-year roadmap for HR tech improvements and integrations for your business unit, presenting it to the CPO.
  • Ongoing: Stay updated on emerging HR tech solutions and their integration capabilities.

Quick win: Identify one manual data transfer process between two HR systems in your business unit and research potential automation solutions. Even a small win here builds momentum.

Advanced People Analytics & Storytelling

Critical within 6 months—it's no longer enough to just present dashboards. You'll need to be able to tell compelling stories with data, translating complex analytics into clear, actionable insights that influence senior leaders and drive strategic decisions. This means understanding the 'so what?' behind the numbers.

Statistical Significance & Correlation vs. Causation · Data Visualisation Best Practices · Narrative Building with Data · A/B Testing in HR

  • This quarter: Take an advanced course on data storytelling or visualisation (e.g., Tableau Public, Edward Tufte's principles).
  • Next 6 months: Lead a quarterly 'People Insights Review' for your business unit leadership, presenting key trends and strategic recommendations.
  • Next 12 months: Mentor a member of your team or the People Analytics team on how to build more impactful data narratives.
  • Ongoing: Challenge every data presentation you see—ask 'what's the story here?' and 'what's the action?'

Quick win: For your next leadership update, pick one key metric and build a 3-slide story around it: problem, data insight, recommended action. See how it lands.

11Staying current once you are in

What people here do to keep up
  • Regularly engage with industry thought leaders and participate in senior HR forums or roundtables to stay ahead of emerging trends and best practices.
  • Seek out opportunities to mentor junior HR professionals, reinforcing your own knowledge and leadership capabilities.
  • Actively participate in executive education programmes focused on business strategy, finance for non-financial managers, or advanced leadership development.
  • Contribute to HR publications, speak at conferences, or lead internal workshops to share your expertise and build your personal brand as a thought leader.
  • Take on stretch assignments that expose you to different business functions or global markets, broadening your commercial acumen.

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 for Strategic Workforce Planning & Predictive Analytics

Critical within 12 months—this isn't just about automating tasks; it's about using AI to forecast talent needs with unprecedented accuracy, predict regrettable attrition, and identify skill gaps before they become critical. Competitors are already using these tools to gain a talent advantage.

  • Predictive Attrition Modelling
  • Skills Taxonomy & Gap Analysis (AI-driven)
  • Scenario Planning with AI
  • Ethical Use of Predictive HR

Ethical AI in HR & Data Governance

Critical within 6 months—as we use more AI in HR, the ethical and legal implications become paramount. You'll need to be the guardian of fair and unbiased AI use, ensuring we don't inadvertently create discriminatory practices or breach privacy. Regulators are watching.

  • Algorithmic Bias Detection & Mitigation
  • Data Privacy by Design
  • Explainable AI (XAI) in HR
  • Ethical AI Frameworks

Building Resilient Organisational Cultures in Hybrid/Remote Models

Important within 12 months—the shift to hybrid and remote work isn't going anywhere. You'll need to be an expert in designing cultures that thrive regardless of location, fostering connection, psychological safety, and high performance across distributed teams. This is a continuous evolution.

  • Psychological Safety in Distributed Teams
  • Digital-First Communication Strategies
  • Equitable Hybrid Work Models
  • Measuring Connection & Belonging Remotely

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Organisational Design & Development (OD)
  • Employee Experience (EX) Journey Mapping
  • Total Rewards Strategy
  • Workforce Planning & People Analytics
  • Change Management (ADKAR/Kotter)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Head of People & Culture / P&C Manager (L5) in a larger organisation

    3-5 years at L5

    Skills to master

    • Deepen your expertise in a specific HR domain (e.g., Total Rewards, Organisational Development), master managing managers, and gain experience in cross-functional programme leadership. You'll need to show you can own a major company-wide programme.

    You're ready to move on when

    • Successfully led a major company-wide HR programme (e.g., new performance management system, global benefits rollout) from design to implementation.
    • Consistently delivered strong results for your function, with clear metrics demonstrating impact.
    • Developed and mentored at least two direct reports who have successfully progressed in their careers.
    • Regularly advised senior leaders (VP/SVP level) on complex people issues, demonstrating strategic influence.
  2. 2

    Senior People & Culture Business Partner (L3) supporting a VP/SVP, then promoted to Lead (L4)

    5-8 years at L3/L4 combined

    Skills to master

    • Move beyond advising to actually shaping strategy for a large client group. Take on complex ER cases and lead significant organisational design projects. Build a reputation for solving the hardest people problems. You'll need to develop your team leadership skills.

    You're ready to move on when

    • Acted as the primary HR strategic partner for a VP or SVP-level leader, influencing their talent agenda.
    • Successfully managed multiple complex ER cases with positive outcomes for the business and employees.
    • Led a significant organisational design initiative for a department, demonstrating impact on efficiency or effectiveness.
    • Mentored junior HRBPs, helping them navigate challenging client situations and develop their skills.
  3. 3

    Specialist Director (e.g., Director of Total Rewards, Director of Talent Acquisition) in a large company

    5-7 years as a specialist Director

    Skills to master

    • Broaden your HR knowledge beyond your specialism, gaining a more holistic understanding of all HR functions. Develop strong generalist HR leadership skills and learn to speak the language of the business across all people domains. You'll need to demonstrate your ability to lead a diverse HR team, not just specialists.

    You're ready to move on when

    • Successfully led a specialist HR function (e.g., Total Rewards) for a large organisation, delivering measurable results.
    • Developed a deep understanding of how your specialism integrates with other HR functions and overall business strategy.
    • Demonstrated strong leadership and people management skills, even if not directly managing generalist HR teams.
    • Actively sought out opportunities to learn about other HR domains (e.g., taking on a temporary ER project, shadowing a generalist HRBP).

15Where this role leads

The long view: This role can lead to Chief People Officer, Chief Operating Officer, or a board or non-executive director position.

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 People & Culture 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 People Officer (CPO) / Chief Human Resources Officer (CHRO)

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 Workforce planning, worked against Director of People & Culture.

Workforce planning Level 5

Applied to your work in Director of People & Culture

The objective of this unit is to enable learners to understand the impact of organisational plans on workforce planning, support individuals through the process, and formulate and evaluate comprehensive workforce plans that meet organisational requirements.

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 People & Culture
  • Organisational Design & Development (OD)
  • Employee Experience (EX) Journey Mapping
  • Total Rewards Strategy
  • Workforce Planning & People Analytics
  • Change Management (ADKAR/Kotter)
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 People & Culture is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief People Officer (CPO) / Chief Human Resources Officer (CHRO)

    3-5 years from Director level

    L7

    • Enterprise-wide Organisational Design Structuring the entire company for optimal performance, including global reporting lines and functional alignment.
    • Global Total Rewards Strategy Designing and overseeing compensation and benefits frameworks across multiple countries and legal jurisdictions.
    • Executive Compensation Design Working with the Board's Compensation Committee to design executive pay structures, including long-term incentives and equity plans.
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 should be shaping strategy, coaching leaders, and driving transformation, not getting bogged down in administrative tasks or sifting through mountains of data. That's where AI comes in. We're not talking about replacing you; we're talking about giving you a seriously powerful co-pilot.

Imagine cutting through the noise to get to the strategic insights faster, automating the tedious parts of programme design, and ensuring your communications are always spot-on. Our AI Productivity Hub is designed to free you up to do what you do best: lead. You'll find tools that help you make better, faster decisions and give you back valuable hours every week.

Policy & FAQ Automation for Your Business Unit

Instead of your team answering the same 10 questions daily, an internal AI chatbot (integrated with Slack or Teams) instantly handles common queries about PTO, benefits, or expense policies. This frees up your People & Culture Business Partners to focus on more complex, strategic support for leaders, and gives employees instant answers. You'll use the insights from unanswered questions to refine policies and training.

Engagement Survey Sentiment Analysis & Trend Spotting

Forget spending days manually reading through thousands of open-text comments from engagement or exit surveys. AI tools can instantly identify key themes, sentiment (positive/negative/neutral), and emerging trends specific to your business unit. This means you get actionable insights in hours, not weeks, allowing you to quickly spot critical cultural issues and inform your strategic interventions with data, not just anecdotes.

Strategic Communication & Board Paper Co-pilot

Drafting board papers, executive summaries, or complex policy documents takes serious time. An AI assistant can generate a strong first draft of these critical communications based on your input, ensuring clarity, conciseness, and appropriate tone. You'll then refine it, adding your strategic nuance, but cutting down the initial drafting time significantly. This also helps ensure inclusive language and consistent messaging across your business unit.

Unbiased Performance Feedback & Development Plan Assistant

Ensure your managers are giving high-quality, unbiased, and actionable feedback. An AI tool can help managers rephrase vague or potentially biased comments into specific, behavioural, and constructive feedback for performance reviews and development plans. This elevates the quality and fairness of the entire performance management process within your business unit, reducing manager burden and improving employee growth outcomes.

Common questions

Common questions

How do you become a Director of People & Culture?

Common routes in include Head of People & Culture / P&C Manager in a larger organisation (3-5 years at L5), Senior People & Culture Business Partner supporting a VP/SVP, then promoted to Lead (5-8 years at L3/L4 combined) and Specialist Director (e.g., Director of Total Rewards, Director of Talent Acquisition) in a large company (5-7 years as a specialist Director). Times vary with prior experience.

Where can a Director of People & Culture progress to?

This role can lead on to Chief People Officer (CPO) / Chief Human Resources Officer (CHRO) (3-5 years from Director level), depending on the skills you build.

What new skills matter most for a Director of People & Culture?

Increasingly, AI for Strategic Workforce Planning & Predictive Analytics, Ethical AI in HR & Data Governance and Building Resilient Organisational Cultures in Hybrid/Remote Models. These are the skills our record of this role lists as growing.

Free tools

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in human resources

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

Skills built as a Director of People & Culture carry across industries, including fast-growing technology, SaaS, FinTech, and professional services. Managing talent strategically, driving organisational change, and influencing senior leaders matter in most sectors, though regulatory and cultural differences vary by 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 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.