UK

United Kingdom · Internal consulting · Principal/Manager (12-16 years)

Head of Performance Improvement Manager

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports5-8 reports
  • Reports toDirector, Business Transformation
  • UK framework levelUsually someone running a function, or a director

Also advertised as Process Excellence Lead · Business Improvement Manager · Internal Consulting Manager (Performance) · Operational Excellence Manager

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

ATHE Level 7 Diploma in Strategic Management ATHE Ltd · Level 7 · covers 1 of 8 standards
EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence) Excellence, Achievement & Learning Limited · Level 4 · covers 3 of 8 standards
ETCAL Level 4 NVQ Diploma in Business Improvement Techniques ETC Awards Limited · Level 4 · covers 2 of 8 standards
EAL Level 4 NVQ Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 2 of 8 standards
EAL Level 4 NVQ Extended Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 2 of 8 standards
iCQ Level 5 Diploma in Management and Leadership iCan Qualifications Limited · Level 5 · covers 1 of 8 standards

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

The units you would start with

Managing Continuous Organisational Improvement ATHE Level 7 Diploma in Strategic Management
Leading the carrying out of Six Sigma process mapping EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence)
Business Process Management iCQ Level 5 Diploma in Management and Leadership

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for Head of Performance Improvement Manager

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

  1. Managing Continuous Organisational Improvement ATHE Ltd · covers 1 of 8 standards Level 7
  2. Leading the carrying out of Six Sigma process mapping Excellence, Achievement & Learning Limited · covers 3 of 8 standards Level 4
  3. Business Process Management iCan Qualifications Limited · covers 1 of 8 standards Level 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.

2AI and this work

Will AI change your work as a Head of Performance Improvement Manager?

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

The new skill this role is being asked for

  • AI-Driven Decision Support & Scenario Planning
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 Head of Performance Improvement Manager plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

A Head of Performance Improvement Manager leads a small team of internal consultants through projects that make a business run more efficiently.

4What you'd actually use

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

Process Mining & Mapping (Celonis, Signavio, Microsoft Visio) Strategic/Architect

You'll lead tool selection and implementation for process mining, build the business case for new platforms, and set enterprise standards for process modeling and governance. You'll guide your team on advanced analysis in Celonis/Signavio.

Data Analysis & Visualization (Microsoft Excel, SQL, Power BI/Tableau) Strategic/Architect

You'll oversee the data strategy for performance measurement, working with IT to define data sources and ensure data integrity for enterprise KPIs. You'll review and challenge your team's analytical outputs and dashboard designs.

Project & Portfolio Management (ServiceNow SPM, Planview) Strategic/Architect

You'll manage the entire portfolio of improvement initiatives in Planview or ServiceNow SPM. This means conducting resource planning, benefits forecasting, and ensuring strategic alignment at the portfolio level, not just individual projects.

Collaboration & Knowledge Management (Microsoft Teams, Confluence, Miro) Advanced

You'll establish and champion the enterprise knowledge management strategy for best practices, playbooks, and lessons learned. You'll ensure your team uses collaborative tools effectively to break down silos and share insights across projects.

Financial & Strategic Planning (Anaplan, Workday Adaptive Planning) Advanced/Expert

You'll partner with Finance to build detailed business cases within Anaplan or Workday Adaptive Planning. You'll model the P&L impact of transformation programmes and meticulously track benefits realisation against the plan, reporting to senior leadership.

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
Project Prioritisation & Resource Allocation No authority. Executes assigned tasks. Proposes resource needs for own workstreams, but no allocation authority. Recommends project prioritisation and resource allocation for specific projects, with Director input.
Methodology & Tool Selection (Project Level) Uses specified tools/methods. Suggests alternative tools/methods for own tasks. Selects appropriate methodologies and tools for projects within their scope, with peer review.
Team Hiring & Performance Management No involvement. Provides informal feedback on junior colleagues. Mentors junior colleagues, provides input on performance reviews.
Budget Management (Operational) No budget authority. Tracks expenses for own workstreams. Manages project budgets up to £10K, escalating variances.

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.

Annualised Financial Benefit Delivered
The total monetary value (cost savings, revenue uplift, risk reduction) realised from your team's portfolio of projects over a 12-month period.
Target · £500K - £2M+ per annum

Your team identifies and implements process changes in Procurement that reduce supplier lead times, saving £750K in inventory holding costs and avoiding £250K in expedited shipping fees annually. Total benefit: £1M.

Key Enterprise Metric Improvement
Percentage improvement in a critical company-wide operational metric directly influenced by your team's work (e.g., Order-to-Cash cycle time, Customer Onboarding time).
Target · 10%+ year-over-year

Through optimising the sales order processing workflow, your team reduces the average 'Order-to-Cash' cycle from 45 days to 38 days, a 15.5% improvement, freeing up working capital.

Project Portfolio Delivery Rate
The percentage of approved performance improvement projects delivered on time, within budget, and achieving their stated objectives.
Target · 85-90% success rate

Out of 10 major projects your team managed this quarter, 9 were completed on schedule and delivered their expected outcomes. One project was delayed due to unforeseen scope changes, but still delivered its core benefits.

Team Utilisation & Billable Hours (Internal)
The percentage of your team's time spent on value-adding project work versus administrative tasks or unassigned time. For internal consulting, this is about efficiency.
Target · 75-85% utilisation

Your team of 6 consultants, working 160 hours/month each, collectively logs 780 hours on client projects, 120 hours on internal development, and 60 hours on admin. This gives a healthy utilisation rate, showing efficient resource allocation.

Stakeholder Trust & Engagement
How much business unit leaders trust your team's recommendations and proactively involve them in strategic planning for operational changes.
  • You'll know you're doing well when business unit leaders come to you with their problems before they become crises. They'll invite your team to their leadership meetings, seek your input on their annual planning, and actively champion your proposed changes. We'll see this in formal feedback, but also in the informal 'pull' from the business for your team's help.
Team Development & Retention
The growth and development of your direct reports, measured by their ability to take on more complex projects and their overall job satisfaction.
  • Your team members will be visibly growing, taking on more challenging work, and successfully leading their own project streams. We'll see low voluntary attrition within your team, positive feedback in 1-2-1s, and clear progression in their career paths. You'll be recognised as a manager who genuinely invests in their people.
Methodology Adoption & Standardisation
How effectively your team applies our standard performance improvement methodologies (e.g., Lean Six Sigma, BPM) and contributes to refining them.
  • Your team's project documentation will consistently follow our established templates and frameworks. You'll see consultants actively sharing best practices, contributing to our internal knowledge base, and even suggesting improvements to our own methodology. This means we're building a consistent, high-quality approach across the internal consulting function.
Strategic Alignment of Portfolio
The degree to which your team's projects are genuinely tackling the most critical business problems and contributing to the company's overarching strategic objectives.
  • When you present your quarterly portfolio review, it'll be clear that every project links back to a key company objective (e.g., 'reduce operating costs by X%', 'improve customer experience'). You'll be able to articulate why certain projects were prioritised over others, showing a clear, strategic rationale behind your team's work. It's about working on the right things, not just working hard.

7Would you like it

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

What people enjoy
Driving Tangible Impact

You'll get a real kick out of seeing your team's recommendations translate into actual cost savings, faster processes, or happier customers. The numbers on the benefits realisation report will genuinely excite you.

Your team's project reduces the average time to resolve customer complaints by 20%, leading to a measurable uplift in customer satisfaction scores. You'll feel a sense of accomplishment knowing your work directly improved the customer experience and saved the business money.

Developing and Coaching Talent

You'll thrive on mentoring your team members, helping them grow their skills, tackle tougher challenges, and progress in their careers. Seeing them succeed will be a significant source of satisfaction.

A junior consultant on your team successfully leads their first major project, presenting to a Director-level audience with confidence. You'll feel proud knowing your guidance and coaching helped them achieve that milestone.

Solving Complex Organisational Puzzles

You enjoy dissecting messy, cross-functional problems, figuring out why things aren't working, and designing elegant solutions. The more complicated the problem, the more engaged you'll be.

You're presented with a situation where Sales, Operations, and Finance all blame each other for delays in order fulfilment. You'll love diving into the process, mapping it out, and finding the systemic root causes, then building a solution that makes everyone's life easier.

What frustrates people
  • Political Whiplash: A key executive championing your project leaves, and their replacement has a completely different agenda, leading to your initiative being 'de-prioritised' after months of effort.
  • The Data is Always a Lie: Spending what feels like an eternity cleaning, validating, and begging IT for access to the data your team needs before you can even begin the actual analysis.
  • 'Shadow IT' Roadblocks: Discovering that a critical part of a process runs on a VP's undocumented, unsupported 'master spreadsheet' that they absolutely refuse to give up.
  • Accountability without Authority: Being held responsible for delivering significant cost savings or efficiency gains, but the business unit leader who needs to implement the changes won't allocate their staff to the project.
  • The Workshop Lip Service: Stakeholders enthusiastically agree on a new 'future state' process in a workshop, then go back to their desks and quietly tell their teams to keep doing it the old way.
  • Being the 'Process Police': Business units viewing your team as internal auditors or efficiency hitmen, actively hiding information rather than seeing you as a trusted partner who can genuinely help them improve.
What this role does not give you
  • A quiet, predictable, purely analytical role where you don't have to manage people or politics.
  • A guarantee that every single project your team works on will be fully implemented and deliver its intended benefits.
  • A role where you can avoid difficult conversations or challenging senior leaders (politely, of course).
  • A job where you're always working with perfectly clean, readily available data.

8Who you work with

This role directly shapes the operational efficiency and effectiveness across multiple business units. Your team's work will impact everything from customer satisfaction (by speeding up processes) to profitability (by cutting waste). You're essentially a key driver of our continuous improvement culture, making sure we're always looking for better ways to do things and then actually making those changes happen. You'll own the P&L impact of your team's portfolio, meaning you're directly accountable for delivering significant financial benefits.

Inside the business
  • Business Unit Directors (Sales, Marketing, Operations, Finance)
  • IT Leadership and Architecture Teams
  • HR Business Partners
  • Legal and Compliance Teams
  • Senior Leadership Team (SVP, VPs)
Outside the business
  • External auditors (for process compliance)
  • Technology vendors (for improvement tools)
  • Industry bodies (for benchmarking and best practices)

9What you need before you start

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

  • Proven experience (typically 8-12 years) leading complex, cross-functional performance improvement programmes, ideally within an internal consulting function or a top-tier external consultancy.
  • Demonstrable experience managing and developing a team of analysts or consultants, with a focus on coaching and mentorship.
  • A strong track record of delivering measurable financial and operational benefits through process optimisation and change management.
  • Expert-level proficiency in at least one formal process improvement methodology (e.g., Lean Six Sigma Black Belt, certified BPM professional) or equivalent practical experience.
  • Exceptional stakeholder management skills, with a proven ability to influence senior leaders (Director/VP level) without direct authority.
  • A solid understanding of financial principles and experience building robust business cases for change initiatives.
  • Experience with portfolio management, including project prioritisation, resource allocation, and benefits tracking.

10What to practise next

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

Advanced Process Orchestration & Automation Design

As more of our processes become automated, your team will need to design not just the 'human' process, but the orchestration layer that connects RPA bots, AI agents, and human tasks. This means understanding how to design end-to-end automated workflows.

Business Process Automation (BPA) Suites · API Integration & Microservices Architecture · Robotic Process Automation (RPA) Governance · Human-in-the-Loop Automation

  • This month: Research leading BPA platforms and their capabilities.
  • Next 3 months: Lead a workshop with IT and your team to map out a fully automated 'future state' process, including human touchpoints.
  • Next 6 months: Identify a pilot opportunity for an end-to-end automated process within a business unit.
  • Ongoing: Stay updated on new automation technologies and their practical applications.

Quick win: Review your team's current process maps and identify 2-3 steps that could be easily automated with existing RPA tools. Challenge them to think beyond manual steps.

Data Governance & Data Product Ownership

High-quality data is the lifeblood of performance improvement. As we rely more on data for insights and automation, you'll need to ensure your team has access to reliable data and understand how to 'own' data quality for their specific process domains.

Data Quality Frameworks · Data Stewardship & Ownership Models · Metadata Management · Data Ethics & Privacy by Design

  • This quarter: Partner with our Data Governance team to understand existing policies and gaps.
  • Next 6 months: Champion a 'data quality initiative' for a critical data set used in one of your team's projects.
  • Next 12 months: Help define the 'data product owner' role for key operational data within a business unit.
  • Ongoing: Educate your team on the importance of data quality and its impact on their analysis.

Quick win: For your next project, add a specific 'data quality assessment' phase to the project plan. It's a small change with big implications.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and webinars focused on operational excellence, process mining, and digital transformation to stay current with best practices.
  • Actively participate in professional networks or communities of practice for internal consultants or performance improvement leaders.
  • Undertake continuous learning in areas like AI, advanced analytics, and automation technologies to understand their application in process improvement.
  • Seek out opportunities to mentor junior professionals outside your direct team, broadening your leadership and coaching experience.
  • Engage with external consulting firms or thought leaders to benchmark our internal practices and bring in fresh perspectives.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Decision Support & Scenario Planning

As AI tools become more sophisticated, they won't just automate tasks; they'll offer advanced insights and predictive capabilities. Our business units will expect us to use these to model complex scenarios and inform strategic decisions, not just optimise processes.

  • Predictive Analytics for Process Bottlenecks
  • Simulation & Digital Twins
  • Generative AI for 'What If' Analysis
  • Ethical AI in Decision Making

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean Six Sigma (LSS) - Black Belt Level
  • Business Process Management (BPM) Lifecycle
  • Change Management (Prosci ADKAR / Kotter's 8-Steps)
  • Benefits Realisation Management
  • Root Cause Analysis (RCA) & Problem Solving
  • Hoshin Kanri / Strategy Deployment

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 Performance Improvement Consultant (L3/L4) within Zavmo

    3-5 years as a Senior/Lead Consultant

    Skills to master

    • Leading complex projects end-to-end, managing senior stakeholders, informal mentorship of junior colleagues, developing robust business cases, and demonstrating consistent delivery of measurable benefits.

    You're ready to move on when

    • Consistently leads multiple complex projects simultaneously with minimal supervision.
    • Recognised as a go-to expert for specific methodologies or problem types.
    • Actively sought out by senior stakeholders for advice and project leadership.
    • Demonstrates strong coaching skills with junior team members, helping them unstick problems.
    • Has a track record of identifying and securing new improvement opportunities for the business.
  2. 2

    External Management Consultant (Senior Manager/Principal)

    8-12 years in a top-tier management consulting firm, specialising in operations or process improvement.

    Skills to master

    • Client relationship management, structured problem-solving, project delivery under tight deadlines, team leadership, and business development (though the latter is less critical internally).

    You're ready to move on when

    • Has successfully led complex transformation programmes for external clients.
    • Managed project teams of 5+ consultants.
    • Demonstrates strong commercial acumen and ability to translate strategy into operational plans.
    • Proven ability to influence and manage C-suite client stakeholders.
    • Deep expertise in specific industries or functional areas relevant to our business.
  3. 3

    Head of Operations / Business Unit Leader (with strong improvement focus)

    10-15 years in operational leadership roles, with a strong emphasis on continuous improvement.

    Skills to master

    • P&L management, operational leadership, team leadership (larger teams), strategic planning for a business unit, and a proven track record of driving efficiency and effectiveness from within an operational function.

    You're ready to move on when

    • Has directly managed a significant operational function with P&L responsibility.
    • Successfully implemented major process improvements within their own business unit.
    • Demonstrates strong people leadership and talent development skills.
    • Understands the day-to-day realities and challenges of operational execution.
    • Has a clear vision for how operational excellence contributes to business strategy.

15Where this role leads

The long view: This work can lead to senior operational roles such as VP of Operational Excellence and Strategy, or to a Chief Operating Officer position overseeing an entire business.

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 Head of Performance Improvement Manager 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 Managing Continuous Organisational Improvement, worked against Head of Performance Improvement Manager.

Managing Continuous Organisational Improvement Level 7

Applied to your work in Head of Performance Improvement Manager

The objective of this unit is to enable learners to manage continuous organisational improvement. Learners will understand how to create a culture of continuous improvement and acceptance of change, identify opportunities for improvement, and plan change for organisational improvement.

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
Head of Performance Improvement Manager
  • Lean Six Sigma (LSS) - Black Belt Level
  • Business Process Management (BPM) Lifecycle
  • Change Management (Prosci ADKAR / Kotter's 8-Steps)
  • Benefits Realisation Management
  • Root Cause Analysis (RCA) & Problem Solving
  • Hoshin Kanri / Strategy Deployment
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

Head of Performance Improvement Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director, Business Transformation (L6)

    3-5 years in the Manager role

    You'd move from managing a team and portfolio to shaping the entire transformation agenda for a major business unit or function. Your scope would broaden significantly, with greater strategic accountability.

    • Portfolio Optimisation & Investment Prioritisation Making tough calls on where to invest our transformation budget for maximum impact.
    • Organisational Change Architecture Designing and implementing large-scale organisational shifts, not just process changes.
    • Advanced Risk Management (Strategic) Identifying and mitigating strategic risks associated with major transformation initiatives.
    • External Partner Management (Strategic) Managing relationships with major external consulting firms or technology partners for large programmes.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, leading a performance improvement team means you're always looking for ways to work smarter, not just harder. AI isn't here to replace your team's strategic thinking or human empathy, but it can absolutely take the grunt work off their plates. Imagine your team spending less time on tedious tasks and more time on high-value problem-solving and stakeholder engagement.

For a Head of Performance Improvement Manager, AI isn't just a buzzword; it's a practical toolkit to amplify your team's output and focus their brilliance where it truly matters. We're talking about automating the boring bits, accelerating insights, and freeing up your consultants to be true change agents. Here's how AI can transform your team's daily grind:

Automated Process Discovery

Your team can use AI-powered process mining tools (like Celonis) to analyse system event logs from our core systems (e.g., SAP, Salesforce). The AI automatically generates detailed 'as-is' process maps, spots common deviations, and pinpoints bottlenecks without endless manual interviews. This means getting to the 'analyse' phase of DMAIC much faster.

Insight Acceleration from Unstructured Data

Imagine using Natural Language Processing (NLP) models to quickly pull insights from thousands of customer complaint emails, employee survey comments, or call centre transcripts. The AI can identify recurring themes, sentiment, and root causes that would take weeks for a human to categorise manually. This helps your team get to the 'why' behind the 'what' much quicker.

Accelerated Benchmarking & Research

Need to understand best practices for a specific industry process? Your team can use an AI assistant (like ChatGPT or Perplexity) to rapidly research industry benchmarks, case studies, and relevant frameworks. This cuts down hours of digging through reports, letting your consultants focus on applying that knowledge to our unique context.

Draft-Zero Communication & Documentation

Overcome 'blank page syndrome' by having generative AI create the first draft of project documents. Give it project goals, key findings, and stakeholder needs, and it can generate initial drafts of project charters, communication plans, training materials for new processes, or even executive summaries. Your team then refines and adds the strategic nuance.

Common questions

Common questions

How do you become a Head of Performance Improvement Manager?

Common routes in include Senior Performance Improvement Consultant (L3/L4) within Zavmo (3-5 years as a Senior/Lead Consultant), External Management Consultant (Senior Manager/Principal) (8-12 years in a top-tier management consulting firm, specialising in operations or process improvement.) and Head of Operations / Business Unit Leader (with strong improvement focus) (10-15 years in operational leadership roles, with a strong emphasis on continuous improvement.). Times vary with prior experience.

Where can a Head of Performance Improvement Manager progress to?

This role can lead on to Director, Business Transformation (3-5 years in the Manager role), depending on the skills you build.

What new skills matter most for a Head of Performance Improvement Manager?

Increasingly, AI-Driven Decision Support & Scenario Planning. These are the skills our record of this role lists as growing.

Free tools

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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 6

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 transfer well to other industries such as manufacturing, financial services, or healthcare. They also apply to external management consulting at a senior level. Expertise in driving efficiency and managing change is useful across sectors.

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.