UK

United Kingdom · Human resources · Lead (8-12 years)

Lead People Partner

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 bandLead (8-12 years)
  • Direct reportsNo direct reports
  • Reports toDirector of People
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Principal People Strategist · Senior HR Business Partner (Lead) · Head of People Programmes

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

Pearson BTEC Level 5 Higher National Diploma in Computing for England Pearson Education Ltd · Level 5 · covers 1 of 2 standards
Pearson BTEC Level 5 Higher National Diploma in Digital Technologies Pearson Education Ltd · Level 5 · covers 1 of 2 standards
OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 1 of 2 standards
NOCN Level 4 certificate for Data Analysts NOCN · Level 4 · covers 1 of 2 standards
iCQ Level 3 Certificate in Providing Financial Services iCan Qualifications Limited · Level 3 · covers 1 of 2 standards
iCQ Level 4 Diploma in Facilities Management iCan Qualifications Limited · Level 4 · covers 1 of 2 standards

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

The units you would start with

Data Analytics Pearson BTEC Level 5 Higher National Diploma in Computing for England
Data Analysis and Visualisation OTHM Level 7 Diploma in Data Science
Data Analytics Primer NOCN Level 4 certificate for Data Analysts
Recruit staff in own area of responsibility iCQ Level 3 Certificate in Providing Financial Services

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
Systems Fluency seeing the whole picture
Trust Fluency keeping the digital world safe
Your Plan Illustration

Built for Lead People Partner

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

  1. Data Analytics Pearson Education Ltd · covers 1 of 2 standards Level 5
  2. Data Analysis and Visualisation OTHM Qualifications · covers 1 of 2 standards Level 7
  3. Data Analytics Primer NOCN · covers 1 of 2 standards Level 4
  4. Recruit staff in own area of responsibility iCan Qualifications Limited · covers 1 of 2 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 Lead People Partner?

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

  • Ethical AI in HR Decision-Making
  • Workforce Experience Design
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 Lead People Partner plan as you set up, starting with the free Automation Fluency module. No card.

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

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

3What this role really is

A Lead People Partner turns people strategy into working programmes that improve how a company hires, grows and keeps staff.

4What you'd actually use

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

Workday HCM Advanced

Configuring business processes for performance reviews, building custom reports and dashboards for programme tracking, auditing data integrity, and managing security roles for various People programmes.

Greenhouse (ATS) Advanced

Designing and optimising hiring workflows and scorecards for specific roles, training hiring managers on best practices, and analysing pipeline data to identify bottlenecks for key talent segments.

Lattice (Engagement/Performance) Advanced

Designing and launching company-wide engagement surveys and performance review cycles, analysing comment sentiment and heatmaps, and coaching managers on interpreting their team's results and action planning.

Pave (Compensation) Advanced

Running annual compensation review cycles, modelling the impact of merit increases and equity grants, and benchmarking entire departments against market data to ensure competitive pay.

Tableau (People Analytics) Advanced

Connecting to various data sources (e.g., Workday, Greenhouse) to build custom dashboards for People analytics, creating calculated fields and parameters to visualise talent trends and programme effectiveness for leadership.

Excel/Google Sheets (Advanced) Advanced

Using advanced functions (VLOOKUP, INDEX/MATCH, PivotTables, macros) for complex workforce planning scenarios, compensation modelling, and ad-hoc data analysis when dedicated tools aren't sufficient.

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
Programme Design & Scope Follows established programme design templates and seeks approval for any deviations. Proposes minor adjustments to existing programme designs; consults manager on significant changes. Designs and scopes new programmes from scratch, with input from Director on strategic alignment.
Employee Relations (ER) Case Resolution Escalates all ER issues to manager; supports with documentation. Handles routine ER issues (e.g., minor conflicts, attendance) within established guidelines; escalates complex cases. Manages complex ER cases end-to-end, consulting legal and HR leadership on high-risk situations.
Vendor Selection & Management Uses approved vendors; assists with invoice processing. Researches and recommends new vendors for specific needs; manages existing vendor relationships. Evaluates and selects vendors for workstream-specific tools (£5K-£25K), negotiating terms.
Policy Development & Implementation Communicates existing policies to employees; answers basic questions. Interprets and applies existing policies; proposes minor policy clarifications. Drafts and revises policies for specific areas, seeking legal and leadership 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.

Programme Completion & Adoption Rate
The percentage of key People programmes (e.g., annual performance cycle, engagement survey rollout) launched on time and the rate at which employees/managers actively participate.
Target · 95% on-time completion; >90% participation for company-wide programmes.

Delivered the Q2 Mid-Year Review programme on schedule, with 92% of eligible employees completing their self-reviews and 95% of managers completing their team reviews.

Regrettable Attrition in Managed Programmes/Client Groups
Tracking the voluntary turnover of high-performing employees within the business units or programmes you're directly supporting. This helps us see if your initiatives are actually helping to retain our best talent.
Target · < 8% annually for high-performers.

In the Engineering department, which you're closely supporting, regrettable attrition for top talent was 6% this year, down from 10% last year, following your manager development programme.

Manager Effectiveness Scores (from engagement surveys)
The average score managers receive from their teams on specific questions related to leadership, feedback, and support within our engagement surveys. Your programmes should empower managers.
Target · Increase average manager effectiveness score by 5% YoY.

Following the rollout of the new manager coaching programme, the average 'My manager provides useful feedback' score increased from 3.8 to 4.1 out of 5 across the company.

Resolution Time & Quality for Complex ER Cases
How quickly and effectively you resolve complex employee relations (ER) issues, ensuring fair process, legal compliance, and minimal disruption. It's about getting it right, not just fast.
Target · 90% of complex ER cases resolved within 30 days, with no legal challenges or escalations.

Successfully investigated and resolved a multi-party harassment complaint within 28 days, ensuring all parties felt heard and the outcome was legally sound, without any further internal or external escalation.

Strategic Influence & Credibility
How much senior leaders and managers seek your input and trust your judgment on critical people decisions. It's about being seen as a true partner, not just an administrator.
  • You'll be proactively invited to leadership team meetings to discuss talent strategy, not just operational updates. Managers will come to you for advice on team restructuring or tricky performance conversations before things escalate. Your recommendations will be seriously considered and often adopted by senior leaders.
Programme Design & Impact
The quality and effectiveness of the People programmes you design and lead. Do they actually solve the problems they're meant to? Are they well-received and understood by employees?
  • Feedback from managers and employees will highlight the clarity and usefulness of the programmes you've built. Post-programme surveys will show high satisfaction and perceived value. You'll be able to articulate the 'before and after' impact of your initiatives, even if it's not always a perfect number.
Cross-functional Collaboration & Leadership
How well you work with other teams and departments to get things done, especially when leading programmes that span the entire organisation. Can you bring people along with you?
  • You'll get positive feedback from colleagues in other departments about your ability to coordinate, communicate, and achieve shared goals. You'll be the person who successfully gets Product, Engineering, and Sales to all adopt a new performance review process without too much friction. People will say you're easy to work with, even on tough topics.
Problem Solving & Ambiguity Management
Your ability to tackle complex, often ill-defined people problems and come up with practical, effective solutions. This isn't about having all the answers, but knowing how to find them.
  • When a tricky, unprecedented employee issue comes up, you're the one who can break it down, research options, and propose a sensible path forward. You won't shy away from situations where there's no clear playbook, and you'll be able to guide others through uncertainty with a calm, logical approach.

7Would you like it

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

What people enjoy
Solving Complex People Puzzles

You'll thrive on taking a messy, ill-defined organisational challenge – like 'our managers aren't giving good feedback' – and breaking it down into a structured programme with clear steps and measurable outcomes. You enjoy the intellectual challenge of figuring out how to build something that genuinely works for people.

Being asked to design a new global performance review process from scratch, considering cultural nuances and different business unit needs, and then seeing it successfully adopted.

Driving Tangible Organisational Impact

You're not content with just making recommendations; you want to see your ideas come to life and actually improve things. The satisfaction comes from launching a new programme and seeing the positive feedback, or watching key metrics like engagement or retention improve because of your work.

Seeing the company's overall engagement score increase by 10 points after you led the implementation of a new manager development programme and feedback culture initiative.

Being a Trusted Advisor & Coach

You enjoy being the person that senior leaders and managers turn to when they have a difficult team situation, a tricky performance conversation, or need advice on how to structure their department. You get satisfaction from helping others navigate complex people challenges.

A Head of Engineering comes to you for confidential advice on how to handle a long-standing performance issue with a senior engineer, and you guide them through a fair and effective process.

What frustrates people
  • Dealing with 'managerial abdication' – managers pushing difficult employee conversations (feedback, performance) back to HR instead of owning their role.
  • The 'budget paradox' – being asked to build 'world-class' people programmes with minimal resources, and often being the first budget cut during tough times.
  • Navigating the 'clean-up' – inheriting inconsistent practices, messy data, and 'handshake deals' that you're now expected to standardise without upsetting anyone.
  • Being the 'emotional sponge' – constantly absorbing the frustrations and personal crises of employees and leaders, which can be emotionally draining.
  • The 'why can't we just...' syndrome – fielding simplistic solutions from executives for complex people problems, requiring diplomatic explanations of legal and cultural ramifications.
What this role does not give you
  • A predictable, routine day-to-day schedule – expect frequent pivots and urgent requests.
  • A clear, linear path where every initiative you start sees a perfect, celebrated completion.
  • Complete autonomy without needing to influence or gain buy-in from multiple stakeholders.
  • A role where you can avoid difficult, emotionally charged conversations.

8Who you work with

Your work directly shapes our company culture, how we manage performance, and how we keep our best talent. You'll be building the frameworks that ensure fair and consistent people practices across the business. Get it right, and we'll have a more engaged, productive workforce. Get it wrong, and we risk losing key talent and damaging our employer brand.

Inside the business
  • Director of People and other People team leads (e.g., Head of Talent Acquisition, Head of Learning & Development)
  • Senior Leadership Team (SLT) members (e.g., Heads of Engineering, Sales, Product)
  • Mid-level managers across all departments
  • Finance team (especially for budget alignment)
  • Legal counsel (for complex employee relations cases)
Outside the business
  • HR technology vendors (e.g., Workday, Lattice, Pave)
  • External legal advisors (for complex ER or policy matters)
  • Compensation benchmarking consultants

9What you need before you start

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

  • Proven experience (typically 8+ years) in a People Partner or HR Business Partner role, with at least 3-5 years focused on leading significant HR programmes or complex employee relations.
  • A track record of designing, implementing, and managing company-wide People programmes (e.g., performance management, engagement, talent development).
  • Demonstrated ability to advise and influence senior leaders on sensitive people matters and organisational strategy.
  • Expertise in UK employment law and best practices for conducting thorough and legally sound employee investigations.
  • Advanced proficiency with at least one major HRIS (e.g., Workday) and experience with People analytics tools (e.g., Tableau).
  • A bachelor's degree in Human Resources, Business Administration, or a related field, or equivalent practical experience.

10What to practise next

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

Advanced People Analytics & Storytelling

It's no longer enough to just pull reports. Leaders expect you to tell a compelling story with data, connecting people metrics to business outcomes and predicting future trends. This means moving beyond descriptive analytics to more predictive and prescriptive approaches.

Statistical significance and correlation vs. causa · Predictive modelling for attrition, performance, a · Data visualisation best practices for executive au · Linking HR metrics to financial outcomes (e.g., RO · Building business cases with data-driven insights

  • This month: Take an online course on advanced Tableau or Power BI skills, focusing on executive dashboard design.
  • Month 2: Collaborate with our Data Science team to understand their predictive modelling techniques and how they could apply to People data.
  • Month 3: Practice presenting a complex People dataset to a non-HR audience, focusing on the 'so what' and clear recommendations.
  • Month 4: Identify a key business problem and try to build a data-driven business case for a People solution.

Quick win: For your next programme update, challenge yourself to include at least one new data point that links directly to a business outcome, not just an HR metric.

HR Tech Integration & Optimisation

As we add more HR tools, the ability to ensure they 'talk' to each other and are fully optimised becomes crucial. You'll need to understand how our various systems (HRIS, ATS, Engagement, Comp) integrate and how to get the most out of each one, driving efficiency and data integrity.

API integrations and data flow between HR systems · Data governance and security across multiple platf · System configuration for complex business processe · Vendor management for ongoing system enhancements · Evaluating new HR technologies for fit and scalabi

  • This month: Schedule a deep dive with our HRIS (Workday) admin to understand current integrations and data flows.
  • Month 2: Review our current HR tech stack and identify any areas of manual data transfer or inefficiency.
  • Month 3: Lead a small project to optimise a specific workflow within one of our HR systems, measuring the time saved.
  • Month 4: Research emerging HR tech solutions in areas relevant to your programmes and present a summary to the Director of People.

Quick win: Identify one repetitive manual task that involves moving data between two HR systems and explore if there's an existing integration or a simple automation solution.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and webinars on HR tech, people analytics, and future of work trends.
  • Participating in peer networking groups with other Lead People Partners or HR leaders to share insights and best practices.
  • Engaging in continuous learning through online courses or workshops on topics like advanced data analytics, ethical AI in HR, or organisational psychology.
  • Seeking out opportunities to mentor junior HR professionals, which helps solidify your own knowledge and leadership skills.
  • Reading relevant books and articles on leadership, organisational behaviour, and strategic HR to stay current with academic and practical developments.

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.

Ethical AI in HR Decision-Making

AI is increasingly being used in recruitment, performance management, and even internal mobility. Understanding the ethical implications, biases, and regulatory landscape (like the EU AI Act) is becoming critical to ensure fair and equitable people practices.

  • Algorithmic bias detection and mitigation in HR to
  • Transparency and explainability in AI-driven decis
  • Data privacy and security considerations for AI in
  • Regulatory frameworks for AI in employment (e.g.,
  • Human oversight and intervention in AI-assisted pr

Workforce Experience Design

The 'employee experience' is evolving into a holistic 'workforce experience' that considers all touchpoints, from onboarding to offboarding, and even the physical and digital workspace. It's about applying design thinking principles to create seamless and engaging journeys for our people.

  • Journey mapping for key employee lifecycle moments
  • User-centred design principles applied to HR proce
  • Personalisation and customisation of employee offe
  • Digital employee experience platforms and tools
  • Feedback loops and continuous improvement in exper

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Organisational Design & Development (OD&D)
  • Total Rewards Philosophy & Management
  • Succession Planning & Talent Management
  • Employee Relations & Complex Investigations
  • Employer Value Proposition (EVP) & Talent Branding
  • Change Management Methodologies

14The pathway

The pathway

How you actually get there, here

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

  1. 1

    Senior People Partner / Senior HRBP

    3-5 years as a Senior People Partner

    Skills to master

    • Mastering complex employee relations, advising senior managers on team dynamics, leading smaller-scale HR projects, and building strong relationships with a specific client group. You'd be showing you can handle the tough stuff and influence without direct authority.

    You're ready to move on when

    • You're consistently sought out by managers for advice on their trickiest people issues.
    • You've successfully led at least 2-3 significant HR projects (e.g., a new onboarding process, a specific talent development initiative).
    • You've demonstrated the ability to influence leaders beyond your immediate client group.
    • You're proactive in identifying systemic issues, not just reacting to individual problems.
  2. 2

    Specialist in a specific HR domain (e.g., Compensation, Talent Management, People Analytics)

    5-7 years in a specialist role, with some HRBP exposure

    Skills to master

    • Deep expertise in a particular area of HR (e.g., designing compensation structures, developing learning programmes, building people analytics dashboards). You'd then broaden your scope to understand the full employee lifecycle and how your specialism fits into the bigger picture.

    You're ready to move on when

    • You're recognised as a subject matter expert in your HR specialism, often presenting to leadership.
    • You've started to connect your specialist work to broader business outcomes and people strategy.
    • You've actively sought out opportunities to partner with HRBPs or People Partners on cross-functional initiatives.
    • You've developed strong project management skills for implementing specialist programmes.

15Where this role leads

The long view: This work can lead to a Director or VP of People role, or a move into organisational effectiveness and change management.

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 Lead People Partner 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:

  • People Manager / HRBP Manager (Level 005)
  • Principal People Strategist (Individual Contributor Path)

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 Data Analytics, worked against Lead People Partner.

Data Analytics Level 5

Applied to your work in Lead People Partner

The objective of this unit is to enable learners to understand and apply data analytics techniques for decision-making. Learners will be able to apply descriptive, predictive, and prescriptive analytic methods, utilising statistical methods, to convert raw data into actionable insights and determine the best course of action.

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
Lead People Partner
  • Organisational Design & Development (OD&D)
  • Total Rewards Philosophy & Management
  • Succession Planning & Talent Management
  • Employee Relations & Complex Investigations
  • Employer Value Proposition (EVP) & Talent Branding
  • Change Management Methodologies
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

Lead People Partner is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. People Manager / HRBP Manager (Level 005)

    3-5 years in the Lead People Partner role

    This is a step into formal people management, leading a team of HRBPs or specialists. You'll move from leading programmes to leading people and owning the People strategy for a larger department or business unit.

    • Workforce Planning Strategy Moving from programme-specific planning to broader, long-term workforce strategy for a department.
    • Vendor Strategy Owning relationships with key HR tech vendors and influencing their product roadmap.
    • P&L Acumen Deeper understanding of the P&L for your assigned business unit/department.

  2. Principal People Strategist (Individual Contributor Path)

    3-5 years in the Lead People Partner role

    This is a deeper specialisation, focusing on highly complex, ambiguous, or critical strategic People initiatives without formal management responsibilities. You'd be the go-to expert for the toughest problems.

    • Strategic Foresight Anticipating future talent challenges and proactively designing solutions.
    • M&A People Integration Leading the people aspects of mergers and acquisitions.
    • Organisational Effectiveness Deep expertise in driving productivity and efficiency through people-centric interventions.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, being a Lead People Partner means juggling a lot. From drafting policies to analysing mountains of engagement data, there's always more to do than hours in the day. But what if you could offload some of that heavy lifting to smart AI tools? We're not talking about replacing human judgment, but about giving you superpowers.

Our People team is actively exploring and integrating AI tools to make our work smarter, faster, and more impactful. For a Lead People Partner, this means less time on tedious, repetitive tasks and more time on strategic thinking, complex problem-solving, and genuinely connecting with our people. Here's a glimpse of how AI could change your day-to-day:

Policy & JD First Drafts

Imagine needing a new remote work policy or a complex job description. Instead of staring at a blank page, you feed your requirements into a generative AI tool (like Jasper or ChatGPT) trained on our company's documents. It'll give you an 80% complete draft in minutes, ensuring consistent language and structure. You then refine and add the human touch. This saves you hours of initial drafting.

Sentiment Analysis Accelerator

You're leading the engagement survey, and thousands of anonymous comments roll in. Manually reading and categorising them takes days. With AI, you can feed those comments into a tool that instantly identifies key themes, sentiment (positive, negative, neutral), and departmental hotspots. This frees you up to focus on interpreting the insights and working with leaders on action plans, rather than just crunching the data.

Performance Review Summarizer

During performance review cycles, managers often struggle to synthesise feedback. You can use AI to analyse a manager's collection of performance feedback for their direct reports and generate concise, unbiased summaries of key strengths and development areas. This helps managers combat recency bias, write more effective reviews, and gives you more time to coach them on the content rather than the process.

Predictive Attrition Modelling

Partner with our data science team to use AI models that analyse dozens of variables (like tenure, compensation ratio, manager changes, performance ratings) to flag employees at high risk of voluntary attrition. This shifts your focus from reactive firefighting to proactive retention interventions, allowing you to develop targeted programmes before people even think about leaving. The impact here is strategic, not just time saved.

Common questions

Common questions

How do you become a Lead People Partner?

Common routes in include Senior People Partner / Senior HRBP (3-5 years as a Senior People Partner) and Specialist in a specific HR domain (e.g., Compensation, Talent Management, People Analytics) (5-7 years in a specialist role, with some HRBP exposure). Times vary with prior experience.

Where can a Lead People Partner progress to?

This role can lead on to People Manager / HRBP Manager (3-5 years in the Lead People Partner role) and Principal People Strategist (Individual Contributor Path) (3-5 years in the Lead People Partner role), depending on the skills you build.

What new skills matter most for a Lead People Partner?

Increasingly, Ethical AI in HR Decision-Making and Workforce Experience Design. These are the skills our record of this role lists as growing.

Free tools

Want a read on where you stand?

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

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17Where to go from here

Other roles at Level 5

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

The skills built as a Lead People Partner transfer across industries, especially in fast-growing technology, FinTech or professional services. Programme leadership, complex employee relations and strategic HR are useful in any organisation going through growth or change.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.