UK

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

Lead People Business Partner

Here is the whole job, in plain words. What it is, a real day, 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.

  • Experience bandLead (8-12 years)
  • Direct reports3-5 reports
  • Reports toDirector of People & Culture
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Senior HR Business Partner · People & Culture Lead · Strategic HR Manager

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to Lead People Business Partner

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

Start the check, free

1What this role really is

This isn't just about HR rules; it's about being the strategic brain for a specific part of our business. You'll be the go-to person for a VP or Head of Department, helping them figure out how to build, keep, and grow their teams. Think of yourself as a business consultant who happens to specialise in people. You'll spend your days getting stuck into the real challenges of a business unit, from shaping their team structure to making sure they're hiring the right folks. It's a hands-on, high-impact role where your advice genuinely changes how a department operates and performs.

2What you'd actually use

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

Workday HCMAdvanced

Configuring business processes, building custom reports for your client group, conducting data audits, and training managers on self-service functionalities.

Greenhouse ATSAdvanced

Building scorecards, designing interview plans for key roles, creating complex reports on pipeline health and DEI metrics for your business unit, and managing user permissions.

Culture AmpAdvanced

Designing engagement surveys, analysing heatmaps and comments to identify themes within your client group, and presenting findings and action plans to functional leaders.

Visier (People Analytics)Advanced

Building custom analyses and storyboards, connecting disparate data sources, and identifying drivers of attrition or high performance within your business unit. You'll be using it to proactively spot trends.

Pave / Radford (Comp Data)Advanced

Benchmarking new roles, modelling the financial impact of compensation cycles for your client group, and analysing internal equity and compa-ratios to ensure fair pay.

Anaplan (Workforce Planning)Intermediate

Partnering with Finance to build and maintain the headcount forecast for your business unit, and modelling re-organisation scenarios to understand their impact.

3What 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 inWhere you are nowThe step above
Organisational Design Changes (within client group)N/A - would escalate all suggestions to a People Partner.Proposes minor structural adjustments to a Lead PBP for review and approval.Designs and recommends significant structural changes to client leadership; consults with Director of People & Culture; full authority for implementation once agreed.
Budget Allocation for People ProgrammesN/A - no budget authority.Recommends spend up to £5K for specific initiatives to a Lead PBP.Approves spend up to £25K for programmes within their client group; seeks approval from Director for anything higher.
Complex Employee Relations Cases (e.g., investigations, terminations)Escalates all cases to a People Partner.Manages routine ER cases with guidance; escalates complex or high-risk cases to a Lead PBP.Leads moderately complex ER cases independently; consults with Legal on high-risk terminations or investigations.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Regrettable Attrition Rate
The percentage of high-performing employees who leave the business unit voluntarily.
Target · Below 10% annually for your client group

If your client group has 100 people and 8 high-performers leave in a year, your rate is 8%. You'd then need to analyse why and put plans in place.

Employee Engagement Score
The average engagement score for your client group, measured through our regular pulse and annual surveys.
Target · Maintain or increase by 5% year-on-year

After implementing a new career development programme, the engagement score for 'My manager supports my development' increased from 70% to 76%.

Leadership Bench Strength
The percentage of critical leadership roles within your client group that have a 'ready-now' or 'ready-soon' successor identified.
Target · At least 75% of critical roles

If there are 10 critical roles in your client group, you should have identified a suitable successor for 7 or 8 of them, with development plans in place.

Diversity Representation in Hiring
Ensuring hiring funnels and actual hires for your client group meet or exceed company diversity targets.
Target · Meet company targets (e.g., 40% female, 20% ethnic minority in hiring funnels)

For all new hires in your business unit in Q2, 45% were women, hitting our target for gender diversity.

Leadership Trust & Influence
How much your client leaders rely on your advice for strategic people decisions, and how effectively you can influence their thinking.
  • You're proactively invited to strategic planning meetings, your opinions are sought on key hires and organisational changes, and leaders openly discuss sensitive challenges with you before they become bigger problems. They don't just 'inform' you
  • they 'consult' you.
Organisational Design Effectiveness
The clarity and efficiency of the team structures you help design and implement.
  • Reduced confusion about roles and responsibilities, improved decision-making speed within the business unit, positive feedback from employees on clarity of reporting lines, and successful implementation of re-organisations without major hiccups.
Proactive Problem Solving
Your ability to spot potential people issues before they escalate and propose practical solutions.
  • You bring data-backed insights to leaders about emerging trends (e.g., potential burnout, skill gaps), you've identified and resolved employee relations issues quietly before they became formal complaints, and you're seen as someone who anticipates challenges rather than just reacting to them.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy
Solving Complex People Puzzles

You love digging into why a team isn't performing, figuring out the root cause of high attrition, or designing a new structure that just 'works'.

You're asked to figure out why the Q3 Sales numbers are down and you realise it's not the product, but a misalignment in incentives and a lack of clear career progression for the sales reps. You then get to fix it.

Seeing Leaders Grow and Develop

You get a real kick out of coaching a manager through a tough performance conversation or helping a VP become a more effective leader, and then seeing their team thrive as a result.

A new Head of Department comes to you struggling with team morale. You coach them on communication and feedback, and six months later, their engagement scores have jumped, and they thank you for the support.

Building a Better, Fairer Workplace

You're driven by the idea of creating an environment where people feel valued, can do their best work, and are treated equitably. You'll champion initiatives that make a real difference to employee experience.

You notice a disparity in promotion rates for a certain demographic in your business unit. You then proactively work with leaders to address unconscious bias in talent reviews and create more equitable pathways.

What frustrates people
  • Being the 'Janitor of Organisational Debt'—constantly fixing problems that should have been dealt with earlier by others.
  • The 'Budget Paradox'—hearing 'our people are our most important asset' while the People team's budget is first to be scrutinised.
  • The 'Advocate-Executioner Tightrope'—one day championing employee mental health, the next planning a layoff. It's emotionally taxing.
  • Garbage In, Garbage Out Analytics—being asked for deep insights when the underlying HR data is a complete mess from years of inconsistent entry.
What this role does not give you
  • A purely strategic, hands-off role; you'll still be in the weeds on complex cases.
  • A quiet, predictable routine; expect constant shifts in priority and urgent requests.
  • A role where you only deal with 'happy path' HR; you'll face difficult, sensitive situations regularly.

6Who you work with

You'll directly shape the talent strategy and organisational effectiveness of a significant business unit. Your decisions and advice will influence everything from hiring and retention to team performance and culture within that department. Get it right, and that business unit thrives; get it wrong, and they'll struggle to meet their objectives, impacting our overall company performance.

Inside the business
  • VP of Sales or Head of Engineering (your primary client)
  • Finance Business Partners (for headcount and budget planning)
  • Legal Counsel (for tricky employee relations cases)
  • Talent Acquisition Leadership (for hiring strategy)
  • People Leadership Team (for overall HR strategy alignment)
Outside the business
  • External HR vendors (e.g., compensation survey providers, L&D partners)
  • Recruitment agencies (for hard-to-fill roles)

7What you need before you start

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

  • Proven experience as a Senior People Partner (L3) or equivalent, demonstrating ownership of full workstreams and independent handling of complex HR matters.
  • A track record of successfully influencing senior leaders and driving talent outcomes within a specific business unit or function.
  • Demonstrable experience in leading change management initiatives and organisational design projects.
  • Solid experience in managing complex employee relations cases, including investigations and disciplinary processes.

8What to practise next

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

AI-Powered Workforce Planning & Scenario Modelling

Essential for future readiness in this role.

Predictive analytics for talent demand and supply · Scenario planning with AI-driven variables (e.g., · Integration of external labour market data with in · Optimisation of talent allocation across projects · Cost-benefit analysis of different workforce strat

  • This month: Explore Anaplan's advanced workforce planning features and AI integrations.
  • Month 2: Work with Finance and People Analytics to build a simple predictive model for a specific skill set in your client group.
  • Month 3: Research case studies of companies using AI for strategic workforce planning.
  • Month 4: Present a 'future workforce' vision for your business unit, incorporating AI-driven insights.

Quick win: Start using Visier's predictive capabilities to identify potential future skill gaps in your business unit today.

9Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and webinars (e.g., CIPD, HR Tech) to stay abreast of emerging trends and best practices.
  • Participating in peer-to-peer HR leadership networks to share insights and learn from others' experiences.
  • Engaging in continuous learning through online courses or certifications in areas like people analytics, organisational psychology, or leadership development.
  • Reading relevant books and articles on business strategy, leadership, and the future of work.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: Ethical AI in HR Decision Making

Essential for future readiness in this role.

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

Your PlanIllustration

Built for Lead People Business Partner

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

  1. Lead Organisational ChangeInstitute of Sales Professionals · covers 2 of 6 standardsLevel 6
  2. Data analysis and designPearson Education Ltd · covers 2 of 6 standardsLevel 5
  3. Leading and Managing PeopleNQual · covers 1 of 6 standardsLevel 5
  4. Provide Leadership and Direction for an OrganisationSkills and Education Group Awards · covers 1 of 6 standardsLevel 6
  5. Leading People - KnowledgeCity & Guilds Limited · covers 1 of 6 standardsLevel 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

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

Essential for future readiness in this role.

  • Algorithmic bias detection and mitigation
  • Explainable AI (XAI) in HR contexts
  • Data privacy and security in AI applications
  • Regulatory frameworks for AI (e.g., EU AI Act, ICO
  • Human oversight in AI-powered HR processes

Advanced Data Storytelling & Visualisation

Essential for future readiness in this role.

  • Designing executive-level dashboards that focus on
  • Using visualisations (e.g., Tableau, Power BI) to
  • Structuring narratives around 'problem, insight, s
  • Tailoring data stories to different audiences (e.g
  • Predictive modelling for workforce planning scenar

What you’ll use

Skills this role draws on

Technical

  • Organisational Design & Development (OD)
  • Total Rewards Strategy
  • Talent Management & Succession Planning
  • Change Management (ADKAR/Kotter)
  • Employee Relations & Labor Law
  • People Analytics & Workforce Planning

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

    From Senior People Partner (L3)

    3-5 years as a Senior People Partner

    Skills to master

    • You'll need to have consistently owned full workstreams, managed moderately complex ER cases independently, and demonstrated a knack for influencing leaders. Proving you can mentor junior colleagues and drive programme success for a business unit is key.

    You're ready to move on when

    • Consistently delivering on talent programmes (e.g., performance reviews, compensation cycles) for your client group.
    • Successfully handling complex employee relations cases with minimal oversight.
    • Being sought out by managers for advice on team challenges and development.
    • Demonstrating strong analytical skills to inform people decisions.
  2. 2

    From HR Manager (Small/Mid-sized Company)

    5-8 years in an HR Manager role

    Skills to master

    • You'll need to show that you've managed the full HR lifecycle, including strategic elements like organisational design and talent planning, not just operational HR. Experience managing a small team is a big plus.

    You're ready to move on when

    • Successfully managing a small HR team or function end-to-end.
    • Implementing new HR policies or programmes that had a measurable impact.
    • Experience partnering directly with a leadership team on business strategy.
    • A clear understanding of how HR contributes to commercial objectives.

11Where this role leads

The long view:Your career here isn't a fixed ladder; it's more like a climbing wall with many routes to the top. We're invested in your growth and will work with you to carve out a path that aligns with your ambitions and our business needs. The key is to keep learning, keep challenging yourself, and keep making a real difference.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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 Business Partner is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Head of People / People Manager (L5)
  • Principal People Strategist (L5 - Individual Contributor)

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Lead Organisational ChangeLevel 6

Applied to your work in Lead People Business Partner

This unit aims to provide learners with a comprehensive understanding of organisational change, including various models and influencing factors. Learners will be able to effectively communicate a change vision to stakeholders and lead the change process, managing resistance to ensure successful implementation.

How the thinking builds
  1. Remember
  2. Understand
  3. Apply
  4. Analyse
  5. Evaluate
  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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

  1. Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
  2. What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
  3. The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
  4. How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
  5. Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Lead People Business Partner

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

  • Regrettable Attrition RateThe percentage of high-performing employees who leave the business unit voluntarily.If your client group has 100 people and 8 high-performers leave in a year, your rate is 8%. You'd then need to analyse why and put plans in place.Below 10% annually for your client group
  • Employee Engagement ScoreThe average engagement score for your client group, measured through our regular pulse and annual surveys.After implementing a new career development programme, the engagement score for 'My manager supports my development' increased from 70% to 76%.Maintain or increase by 5% year-on-year
  • Leadership Bench StrengthThe percentage of critical leadership roles within your client group that have a 'ready-now' or 'ready-soon' successor identified.If there are 10 critical roles in your client group, you should have identified a suitable successor for 7 or 8 of them, with development plans in place.At least 75% of critical roles
  • Diversity Representation in HiringEnsuring hiring funnels and actual hires for your client group meet or exceed company diversity targets.For all new hires in your business unit in Q2, 45% were women, hitting our target for gender diversity.Meet company targets (e.g., 40% female, 20% ethnic minority in hiring funnels)
These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Lead People Business Partner to Head of People / People Manager (L5), and whatever you decide comes after.

Level 5 · in progressAI Fluency→ Head of People / People Manager (L5)→ your design
Where this takes you

Your career here isn't a fixed ladder; it's more like a climbing wall with many routes to the top. We're invested in your growth and will work with you to carve out a path that aligns with your ambitions and our business needs. The key is to keep learning, keep challenging yourself, and keep making a real difference.

See Your Progress GrowIllustration
Lead People Business Partner
  • Organisational Design & Development (OD)
  • Total Rewards Strategy
  • Talent Management & Succession Planning
  • Change Management (ADKAR/Kotter)
  • Employee Relations & Labor Law
  • People Analytics & Workforce Planning
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.

14The 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 Business Partner is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Head of People / People Manager (L5)

    3-5 years in this Lead PBP role

    This is a natural step up, moving from advising a business unit to directing a larger function or a team of People Partners. You'll take on broader responsibility for functional excellence and team execution.

    • HRIS System Architecture & Optimisation (enterprise-wide)
    • Advanced Workforce Planning (across multiple business units)
    • Vendor Management (strategic partnerships)
    • Executive Compensation Design

  2. Principal People Strategist (L5 - Individual Contributor)

    3-5 years in this Lead PBP role

    If you prefer deep expertise over people management, this IC path allows you to become a recognised expert in a specific HR domain (e.g., Organisational Development, Total Rewards) across the entire company.

    • Deep Specialisation in a HR domain (e.g., OD, Comp, Analytics)
    • Advanced Statistical Analysis (for people analytics)
    • Global HR Compliance & Strategy
    • HR Technology Architecture
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a Lead People Business Partner's day is packed. You're juggling strategic planning, advising leaders, and handling complex employee situations. What if you could reclaim hours every week to focus on what truly matters—building an amazing culture and driving talent outcomes? Our AI Productivity Hub is designed to do just that.

We're not talking about replacing human connection; we're talking about smart tools that take away the grunt work. Imagine instantly getting insights from mountains of data or drafting sensitive communications in minutes. This isn't future tech; it's here now, and it's making a tangible difference to how our People team operates.

Attrition Risk Prediction

Use our AI platform (powered by Visier) to analyse dozens of variables—compensation, time since last promotion, manager changes, engagement scores—to generate a real-time attrition risk score for every employee in your business unit. This means you can proactively intervene with at-risk top talent before they even think about resigning, shifting from reactive firefighting to strategic retention.

Drafting Sensitive Communications

Ever spent hours agonising over the perfect wording for a difficult all-company announcement or a sensitive internal memo? Use our generative AI tool, fine-tuned on our company's communication style and values, to create first drafts of these critical messages (e.g., RIFs, policy changes, leadership transitions). It ensures a consistent, empathetic tone and frees up your time for strategic refinement, not just wordsmithing.

Policy & Compliance Benchmarking

Staying on top of ever-changing labour laws and competitive HR policies is a beast. An AI assistant can instantly scan and summarise new labour laws across multiple jurisdictions. It can also benchmark a draft policy (say, parental leave) against 10-20 direct competitors in minutes—a task that would typically take days of manual research. This means you can be confident your policies are both compliant and competitive.

Sentiment Analysis of Open-Ended Feedback

Reading thousands of open-ended comments from engagement surveys or performance reviews is a huge drain. AI-powered natural language processing (NLP) can instantly categorise themes, identify sentiment (positive, negative, neutral), and flag urgent issues from this unstructured data. You'll get deeper, unbiased insights in a fraction of the time, allowing you to focus on action, not just analysis.

Common questions

Common questions

How do you become a Lead People Business Partner?

Common routes in include From Senior People Partner (L3) (3-5 years as a Senior People Partner) and From HR Manager (Small/Mid-sized Company) (5-8 years in an HR Manager role). Times vary with prior experience.

Where can a Lead People Business Partner progress to?

This role can lead on to Head of People / People Manager (L5) (3-5 years in this Lead PBP role) and Principal People Strategist (L5 - Individual Contributor) (3-5 years in this Lead PBP role), depending on the skills you build.

What level is a Lead People Business Partner in the UK?

This role aligns to RQF Level 5 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Lead People Business Partner?

Increasingly, Ethical AI in HR Decision Making and Advanced Data Storytelling & Visualisation. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows a Lead People Business Partner, works on the job you actually do, and keeps going at your pace rather than a timetable's.

  • Searching and planning stay free. You only pay when you start learning.
  • Your credits are yours. Regulated, and they don't vanish when a subscription ends.
  • Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 6 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Lead People Business Partner: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.
Start free No commitment. See your first steps free.

15Where 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.

Other roles in Human Resources

Stay in the field you know and move sideways rather than up.

If you leave this industry

The skills you'll gain as a Lead PBP—strategic partnership, change leadership, people analytics, and organisational design—are highly transferable. You'd be well-positioned to move into similar senior HR roles in other fast-growing tech companies, or even into consulting firms specialising in human capital.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

This role profile is © 2026Growth 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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.