UK

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

Director, Internal Consulting & Strategy

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP, Corporate Strategy & Transformation or C-Suite Executive
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Internal Consulting · VP of Corporate Transformation · Senior Director, Strategic Programmes · Chief of Staff, Strategy

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

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 7 standards
Qualifi Level 7 Diploma in Strategic Management and Innovation Qualifi Ltd · Level 7 · covers 1 of 7 standards
Transcend Level 7 Extended Diploma in Strategic Management Transcend Awards · Level 7 · covers 1 of 7 standards
CMI Level 7 Certificate in Professional Consulting Chartered Management Institute · Level 7 · covers 1 of 7 standards
CMI Level 7 Extended Diploma in Professional Consulting Chartered Management Institute · Level 7 · covers 1 of 7 standards
CMI Level 7 Award in Strategic Management and Leadership Practice Chartered Management Institute · Level 7 · covers 1 of 7 standards

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

The units you would start with

Data Science Foundations OTHM Level 7 Diploma in Data Science
Strategic Direction Qualifi Level 7 Diploma in Strategic Management and Innovation
Strategic Change Management Transcend Level 7 Extended Diploma in Strategic Management
REVIEWING ORGANISATIONAL STRATEGY PLANS AND PERFORMANCE CMI Level 7 Certificate in Professional Consulting

The future skills this job leans on

AI Fluency working with AI as a thinking partner
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Change Fluency taking people through change
Systems Fluency seeing the whole picture
Your Plan Illustration

Built for Director, Internal Consulting & Strategy

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

  1. Data Science Foundations OTHM Qualifications · covers 2 of 7 standards Level 7
  2. Strategic Direction Qualifi Ltd · covers 1 of 7 standards Level 7
  3. Strategic Change Management Transcend Awards · covers 1 of 7 standards Level 7
  4. REVIEWING ORGANISATIONAL STRATEGY PLANS AND PERFORMANCE Chartered Management Institute · covers 1 of 7 standards Level 7
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, Internal Consulting & Strategy?

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 Governance & Strategic Integration
  • Ecosystem Strategy & Partnership Orchestration
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, Internal Consulting & Strategy plan as you set up, starting with the free Automation Fluency module. No card.

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

3What this role really is

This role sets the strategic direction for internal consulting work, leading company-wide transformation programmes.

4What you'd actually use

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

Microsoft PowerPoint Strategic

Reviewing and critiquing board-level presentations for clarity, narrative coherence, and strategic impact. You'll be the final arbiter of 'the deck' before it goes to the C-suite.

Microsoft Excel Architect

Auditing complex financial models and strategic analyses, understanding their limitations, and connecting model outputs directly to high-level business decisions. You won't build them, but you'll certainly break them if they're flawed.

Tableau / Power BI Strategic

Defining enterprise-level KPI dashboards, governing data visualisation standards, and using BI tools for portfolio-level reporting to track the progress and impact of major strategic programmes.

Miro / Mural Strategic

Designing and facilitating executive offsites and strategic planning sessions, using these tools to visualise enterprise-level systems, transformation roadmaps, and complex stakeholder maps.

Asana / Monday.com Strategic

Managing the entire project portfolio for the internal consulting function, prioritising initiatives based on strategic value, and performing resource capacity planning across a large team.

Confluence / SharePoint Strategic

Designing the overall knowledge management strategy for the function, ensuring institutional memory is captured, and best practices are easily accessible to accelerate new projects and onboard new talent.

Anaplan / Workday Adaptive Planning Power User

Using these platforms for scenario modelling, long-range planning, and connecting strategic project initiatives directly to P&L impact, often for board-level reporting and investment decisions.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Programme Prioritisation No involvement beyond executing assigned tasks. May provide data to support prioritisation discussions. Makes recommendations on project sequencing and resource allocation within a workstream.
Budget Allocation & Spend No authority, simply tracks project expenses. Estimates costs for specific tasks, no approval authority. Manages a small project budget (up to £5K), flagging overspends.
Organisational Design & Talent Management No involvement. Provides feedback on team structure, no decision authority. Mentors junior colleagues, provides input on performance reviews.

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.

Realised Business Impact (P&L)
The documented and audited financial impact (cost savings, revenue growth, risk reduction) delivered by the portfolio of projects under your leadership.
Target · Exceed £10M annually in quantifiable business value.

Leading a supply chain optimisation programme that reduces operational costs by £12M in its first year, or a market entry strategy that generates £15M in new revenue.

Strategic Initiative Pipeline Development
The number of new, high-impact strategic projects you identify, develop, and secure executive sponsorship for, ensuring a continuous flow of value-generating work.
Target · At least 3-5 new enterprise-level strategic projects initiated per year.

Identifying the need for a major digital transformation, scoping it out, and getting the CEO's buy-in and initial funding for a £5M programme.

Team Capability & Retention
Maintaining high engagement and low regrettable attrition within your consulting team, reflecting your ability to attract, develop, and retain top talent.
Target · Team engagement scores in the top 10% of the company; regrettable attrition below 5%.

Your team consistently ranks as a 'best place to work' internally, and key talent chooses to stay and grow under your leadership, rather than leaving for external opportunities.

Board/Executive Presentation Effectiveness
The quality and impact of your presentations and recommendations to the Board and C-Suite, measured by the speed and confidence with which strategic decisions are made.
Target · 80% of major recommendations approved or actioned within 2 weeks of presentation.

Presenting a complex market entry strategy to the Board, receiving unanimous approval and a clear mandate to proceed within a single meeting, based on the clarity and robustness of your proposal.

Strategic Influence & Trusted Advisor Status
Your ability to influence C-suite thinking and be seen as a critical, unbiased voice in major strategic discussions, often proactively consulted before formal projects begin.
  • You're regularly invited to informal C-suite discussions, asked for your opinion on sensitive topics, and senior leaders call you directly for advice before making big decisions. Your name comes up when a tough, ambiguous problem needs solving, not just when a project needs managing.
Organisational Change Leadership
Effectively leading the human side of large-scale transformations, ensuring adoption and sustained change across affected business units.
  • Post-implementation reviews show high adoption rates of new processes or systems. Feedback from business unit leaders highlights your team's sensitivity to their challenges and your ability to bring them along on the change journey, rather than imposing solutions. People actually want to work with your team on change initiatives.
Talent Development & Mentorship
Your commitment to developing the next generation of internal consulting leaders, fostering a culture of continuous learning and growth within your team.
  • A clear succession plan exists for key roles within your team. Your direct reports consistently achieve high performance ratings and are actively progressing in their careers, with many moving into more senior roles both within and outside your function. You're known as a leader who truly invests in their people.
External Reputation & Thought Leadership
Representing the organisation externally and bringing new ideas and best practices back into the business, enhancing our strategic capabilities.
  • You're asked to speak at industry conferences, publish articles, or participate in roundtables. You regularly introduce novel frameworks or technologies to the internal team, drawing from your external network and knowledge, which then get adopted and improve our internal practice.

7Would you like it

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

What people enjoy
Driving Large-Scale Business Impact

You're energised by seeing your strategic recommendations translate into tangible, multi-million-pound improvements across the business. The thought of shaping the company's future, rather than just optimising a small part of it, gets you out of bed.

Leading a successful market expansion that adds £20M to the top line, or restructuring an entire operational division to save £10M annually, and seeing the direct impact on the company's financial results and market position.

Building and Developing High-Performing Teams

You get a real buzz from mentoring senior talent, seeing your managers grow into even bigger roles, and knowing you've built a consulting function that's respected and sought after. Your legacy isn't just the projects, but the people you've developed.

Having multiple direct reports promoted to Manager or Principal roles, or seeing your team consistently win internal awards for their quality of work and impact, knowing you've cultivated that talent.

Solving Complex, Ambiguous Organisational Problems

The more ill-defined, politically charged, and multi-faceted a problem is, the more excited you get. You thrive on bringing structure to chaos and finding elegant solutions to challenges that others have shied away from.

Being asked to untangle a decade-long cross-departmental conflict that's hindering innovation, or to define a strategy for entering a completely new, unregulated market. These are the problems you live for.

What frustrates people
  • The 'HiPPO' (Highest Paid Person's Opinion) overriding a data-backed recommendation, despite your team's rigorous analysis.
  • Programmes getting deprioritised or cancelled after significant investment, due to shifting strategic winds or budget cuts, meaning your team's hard work doesn't see the light of day.
  • Dealing with entrenched organisational resistance to change, even when the strategic imperative is clear and well-communicated.
  • The constant need to justify the value of an internal consulting function to business units who might see you as an overhead or an auditor, rather than a partner.
  • Managing a large team through periods of high uncertainty and pressure, while trying to protect them from the worst of the corporate politics.
What this role does not give you
  • A quiet, solitary work environment where you can focus solely on deep analytical work without interruption.
  • The luxury of always having perfect data or complete information before making critical decisions.
  • A guarantee that every strategic recommendation your team makes will be fully implemented as planned.
  • A role where you can avoid challenging conversations with senior leaders or navigating complex political landscapes.

8Who you work with

This role directly shapes the strategic direction and operational effectiveness of entire business units, with a P&L impact often ranging from £2M to £10M+. You'll be making decisions that affect hundreds, if not thousands, of employees and directly influence our market competitiveness and profitability. You're accountable for driving major transformation programmes, which means you're literally changing how we operate and compete on a global scale.

Inside the business
  • C-Suite (CEO, CFO, COO, CTO)
  • Board of Directors (for strategic updates and approvals)
  • Business Unit Managing Directors
  • Heads of Product, Sales, and Marketing
  • Legal and Compliance Leadership
  • Finance and Risk Committees
Outside the business
  • Major Strategic Partners (e.g., key vendors, technology providers)
  • Industry Bodies and Regulators
  • External Consulting Firms (for specific expertise or capacity)
  • Investors (indirectly, through strategic performance updates)

9What you need before you start

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

  • Proven experience (typically 12-16 years) in a Principal Internal Consultant, Consulting Manager, or similar senior leadership role, with direct management responsibility for a team of at least 10-15 individuals.
  • A track record of successfully leading and delivering multiple large-scale, complex strategic programmes from inception to completion, with documented business impact.
  • Demonstrated ability to build and maintain strong, trusted relationships with C-suite executives and Board members, influencing strategic decisions.
  • Extensive experience in business case development, financial modelling, and P&L management for significant budgets (e.g., £500K-£2M+).
  • A deep understanding of change management principles and practical experience in leading organisational change initiatives across diverse business units.
  • A strong reputation for talent development and mentorship, with clear examples of having grown and promoted individuals within your teams.

10What to practise next

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

Advanced Data Storytelling for Executives

With the explosion of data, the ability to distil complex analytical insights into a compelling, concise, and actionable narrative for time-constrained executives is more critical than ever. You'll need to ensure your team's analyses lead to clear strategic choices, not just data dumps.

Narrative Arc in Data Presentation · Visualisation for Decision-Making · Cognitive Load Reduction · Ethical Data Communication

  • This quarter: Review 3-5 of your team's recent executive presentations and identify areas for improved storytelling.
  • Next quarter: Work with a communications coach to refine your own executive presentation style.
  • Month 6: Implement a 'data storytelling' review process for all high-stakes deliverables from your team.
  • Month 9: Mentor your senior consultants on how to build more compelling, action-oriented data narratives.

Quick win: When reviewing a team deck, ask 'What's the single most important message on this slide?' and 'What action do we want the audience to take?'

Digital Transformation & Agile at Scale

Most strategic programmes today involve a significant digital component and often require agile methodologies to deliver quickly. You'll need to understand how to lead large-scale digital transformations and implement agile principles across multiple teams, not just in software development, but in strategic execution.

Enterprise Agile Frameworks (e.g., SAFe, LeSS) · Digital Product Management Principles · Cloud Strategy & Architecture (High-Level) · DevOps Culture & Practices

  • This quarter: Read a foundational book on enterprise agile or digital transformation.
  • Next quarter: Shadow a senior leader in our Technology department to understand their challenges in digital delivery.
  • Month 6: Identify one strategic programme where agile principles could be more effectively applied beyond just the tech teams.
  • Month 9: Lead a cross-functional workshop on how to accelerate digital transformation initiatives within a specific business unit.

Quick win: Start asking 'How quickly can we get a minimum viable product (MVP) of this strategic initiative into the hands of users?'

11Staying current once you are in

What people here do to keep up
  • Regularly attending executive leadership conferences and industry forums (e.g., World Economic Forum, Gartner Symposia) to stay abreast of global trends and network with peers.
  • Participating in executive education programmes focused on strategic leadership, digital transformation, or M&A at leading business schools.
  • Mentoring senior leaders both within and outside the organisation, fostering a culture of knowledge sharing and development.
  • Engaging in thought leadership activities, such as publishing articles, speaking at industry events, or contributing to strategic white papers.

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 Governance & Strategic Integration

AI is no longer just a technical tool; it's a strategic imperative that impacts every aspect of the business. As Director, you'll need to guide the ethical deployment and strategic integration of AI across transformation programmes, ensuring we harness its power responsibly and effectively. Get this wrong, and you risk reputational damage, regulatory fines, and failed initiatives.

  • AI Risk Management Frameworks
  • Responsible AI Principles
  • AI Value Realisation & ROI
  • Human-in-the-Loop Design

Ecosystem Strategy & Partnership Orchestration

Businesses no longer operate in isolation; they thrive within complex ecosystems of partners, suppliers, and even competitors. As Director, you'll need to design and orchestrate strategies that leverage these external relationships to create new value, expand market reach, and drive innovation. Our growth increasingly depends on how well we play with others.

  • Platform Business Models
  • Strategic Alliance Design
  • Value Chain Reconfiguration
  • Network Effects & Ecosystem Governance

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Hypothesis-Driven Problem Solving
  • MECE Principle (Mutually Exclusive, Collectively Exhaustive)
  • Stakeholder Analysis & Management
  • Business Case Development & Financial Modeling
  • Process Mapping & Optimization (BPMN/Lean)
  • Change Management Frameworks (Kotter/ADKAR)

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

    From Principal Internal Consultant / Consulting Manager

    3-5 years as a Principal/Manager

    Skills to master

    • Moving from managing a portfolio of projects to defining the strategic agenda for the function. Developing deep C-suite relationships and demonstrating enterprise-level influence. Building and scaling a larger team.

    You're ready to move on when

    • Consistent delivery of high-impact strategic projects with measurable business value.
    • Strong executive presence and a track record of influencing senior leadership.
    • Proven ability to mentor and develop senior talent within the consulting function.
    • Demonstrated ownership of a significant P&L or budget.
  2. 2

    From External Management Consulting (Senior Partner/Associate Partner)

    Direct entry, or 1-2 years in a Principal role internally

    Skills to master

    • Adapting external consulting frameworks to an internal corporate context. Navigating internal politics and building long-term relationships without the 'external expert' badge. Understanding the nuances of internal implementation vs. external recommendations.

    You're ready to move on when

    • A strong book of business and client relationships from external consulting.
    • Demonstrated ability to lead large, complex engagements and manage senior client stakeholders.
    • A genuine desire to drive long-term, embedded change within one organisation.
    • Experience in building and leading large consulting teams.
  3. 3

    From Senior Functional Leadership (e.g., Head of Strategy, VP of Operations)

    3-5 years in a senior functional leadership role

    Skills to master

    • Broadening functional expertise to an enterprise-wide strategic lens. Developing a 'consulting toolkit' (e.g., MECE, hypothesis-driven problem solving). Leading through influence rather than direct operational command.

    You're ready to move on when

    • A track record of driving significant strategic initiatives within their functional domain.
    • Experience in leading large teams and managing substantial budgets.
    • A strong understanding of the business's overall strategy and market position.
    • Demonstrated ability to collaborate cross-functionally and influence peers.

15Where this role leads

The long view: This role can lead to Chief Strategy Officer or Chief Operating Officer, taking on wider responsibility for company direction or operations.

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, Internal Consulting & Strategy is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Data Science Foundations, worked against Director, Internal Consulting & Strategy.

Data Science Foundations Level 7

Applied to your work in Director, Internal Consulting & Strategy

1. To enable the learner to define the scope and landscape of Data Science and differentiate the roles of Data Scientists from other IT professionals. 2. To enable the learner to evaluate key topics within Data Science, including data administration, governance, and big data sources. 3. To enable the learner to describe the architecture and core elements of Apache Hadoop. 4. To enable the learner to analyse the advantages and disadvantages of utilising Artificial Intelligence techniques in a business context. 5. To enable the learner to critically analyse the impact of Big Data on digital transformation within organisations and its effects on users. 6. To enable the learner to review strategies for ensuring data compliance and explain the responsibilities and challenges faced by data specialists.

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, Internal Consulting & Strategy
  • Hypothesis-Driven Problem Solving
  • MECE Principle (Mutually Exclusive, Collectively Exhaustive)
  • Stakeholder Analysis & Management
  • Business Case Development & Financial Modeling
  • Process Mapping & Optimization (BPMN/Lean)
  • Change Management Frameworks (Kotter/ADKAR)
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, Internal Consulting & Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Corporate Strategy & Transformation (L7)

    3-5 years as Director

    From business unit/functional strategy to enterprise-wide strategy; from managing a large team to managing a function of functions.

    • Defining and owning the overall corporate strategy roadmap.
    • Leading M&A from a strategic rationale and portfolio perspective.
    • Representing the company externally as a key strategic voice.
    • Directly advising the CEO and Board on critical strategic decisions.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the Director level, your time is your most precious asset. You're juggling board presentations, strategic planning, team leadership, and C-suite relationships. The last thing you need is to get bogged down in administrative tasks or sifting through mountains of data. That's where AI comes in.

We're not talking about replacing your strategic brain; we're talking about giving you a powerful co-pilot. AI can handle the heavy lifting of information synthesis, first-draft creation, and even some of the more tedious aspects of team management, freeing you up to focus on what truly matters: setting vision, influencing decisions, and driving transformation. Think of it as having an army of highly efficient, tireless assistants at your fingertips.

Strategic Scenario Planning & Analysis

Use AI to rapidly generate and analyse multiple strategic scenarios for market entry, M&A, or competitive response. Feed in market data, internal capabilities, and competitor moves, and get nuanced pros, cons, and potential outcomes for each path, allowing you to stress-test your thinking in minutes, not days.

Executive Communication & Board Deck Drafting

After you've outlined the key messages and data points, let AI draft the initial prose for your board presentations, executive summaries, and critical internal communications. This means less time wordsmithing and more time refining the strategic narrative and ensuring maximum impact with your C-suite audience.

Portfolio Performance & Talent Analytics

Leverage AI-powered BI tools to quickly identify trends in your project portfolio performance (e.g., common roadblocks, budget overruns) or within your team's talent data (e.g., skill gaps, retention risks). This gives you actionable insights to proactively manage programmes and develop your people more effectively.

Advanced Market & Competitive Intelligence

Deploy AI tools to continuously monitor market shifts, competitor strategies, and regulatory changes across global markets. Get synthesised reports highlighting key developments and their strategic implications, ensuring you're always ahead of the curve and can advise the business proactively.

Common questions

Common questions

How do you become a Director, Internal Consulting & Strategy?

Common routes in include From Principal Internal Consultant / Consulting Manager (3-5 years as a Principal/Manager), From External Management Consulting (Senior Partner/Associate Partner) (Direct entry, or 1-2 years in a Principal role internally) and From Senior Functional Leadership (e.g., Head of Strategy, VP of Operations) (3-5 years in a senior functional leadership role). Times vary with prior experience.

Where can a Director, Internal Consulting & Strategy progress to?

This role can lead on to VP, Corporate Strategy & Transformation (3-5 years as Director), depending on the skills you build.

What new skills matter most for a Director, Internal Consulting & Strategy?

Increasingly, Ethical AI Governance & Strategic Integration and Ecosystem Strategy & Partnership Orchestration. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

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

 More jobs in internal consulting

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

The skills built in this role carry across industries. They can lead to senior leadership roles in other large organisations, to private equity work such as an operating partner, or to setting up an independent strategic advisory practice. An enterprise-level view and the ability to drive change apply well beyond one sector.

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.