UK

United Kingdom · Knowledge management · Director/VP (16-20 years)

Director of Knowledge Strategy & Governance

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 toChief Knowledge Officer (CKO) or Chief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Knowledge Management · Head of Enterprise Knowledge · Chief Information Governance Officer (CIGO)

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

NCC Education Level 7 Diploma in Business Management NCC Education Limited · Level 7 · covers 1 of 6 standards
Qualifi Level 7 Diploma in Cyber Security Qualifi Ltd · Level 7 · covers 1 of 6 standards
ATHE Level 7 Extended Diploma in Computing ATHE Ltd · Level 7 · covers 1 of 6 standards
iCQ Level 7 Certificate in Strategic Management and Leadership iCan Qualifications Limited · Level 7 · covers 1 of 6 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 3 of 6 standards
City & Guilds Level 5 Diploma in Principles of Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 6 standards

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

The units you would start with

Information Systems and Knowledge Management NCC Education Level 7 Diploma in Business Management
Security Management and Governance Qualifi Level 7 Diploma in Cyber Security
Managing and Implementing Information Security ATHE Level 7 Extended Diploma in Computing
Establish organisational governance controls iCQ Level 7 Certificate in Strategic Management and Leadership
Manage knowledge in an organisation CMI Level 5 NVQ Diploma in Management and Leadership
Knowledge and information management City & Guilds Level 5 Diploma in Principles of Leadership and Management

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
Frontier Fluency the next wave, beyond mainstream AI
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Director of Knowledge Strategy & Governance

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

  1. Information Systems and Knowledge Management NCC Education Limited · covers 1 of 6 standards Level 7
  2. Security Management and Governance Qualifi Ltd · covers 1 of 6 standards Level 7
  3. Managing and Implementing Information Security ATHE Ltd · covers 1 of 6 standards Level 7
  4. Establish organisational governance controls iCan Qualifications Limited · covers 1 of 6 standards Level 7
  5. Manage knowledge in an organisation Chartered Management Institute · covers 3 of 6 standards Level 5
  6. Knowledge and information management City & Guilds Limited · covers 1 of 6 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 Director of Knowledge Strategy & Governance?

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 & Responsible Knowledge Systems
  • Knowledge Graph Design & Implementation
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Director of Knowledge Strategy & Governance plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

This job means shaping how an organisation learns, shares and uses information to make decisions. It covers building a knowledge system that is well governed, compliant, and useful for meeting business goals.

4What you'd actually use

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

SharePoint Premium / Dedicated KMS (e.g., Bloomfire, Guru) Strategic

Leading platform selection, defining enterprise architecture, owning vendor relationships, and managing enterprise licensing for our core knowledge infrastructure.

Enterprise Search (e.g., Microsoft Search, Coveo, Sinequa) Strategic

Defining the enterprise search strategy, approving budgets for platform enhancements, and integrating disparate systems to create a unified search experience across the organisation.

Data Governance & Catalog (e.g., Collibra, Alation) Architect

Designing and implementing the knowledge governance framework within the tool, chairing the Knowledge Governance Council, and using the platform for policy enforcement and reporting on knowledge asset health.

Collaboration Suites (e.g., Microsoft Teams, Viva Topics, Slack) Strategic

Setting enterprise-wide policy on the use of collaboration tools for official record-keeping versus ephemeral communication, actively preventing knowledge silos and promoting structured sharing.

Analytics & Reporting (e.g., Tableau Server, Power BI Premium) Strategic

Using these tools to present KM business value metrics to the executive team and the board, linking KM metrics directly to broader business outcomes like reduced support tickets or faster time-to-market.

GRC & Board Reporting (e.g., ServiceNow GRC, OneTrust, Diligent Boards) Architect

Owning the Information Governance module in our GRC platform, and using tools like Diligent Boards to prepare and present comprehensive reports on information risk and knowledge strategy to the board of directors.

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
Knowledge Strategy & Roadmap N/A N/A Defines and proposes strategic options to the Director for approval and input.
Budget Allocation (KM Function) N/A N/A Manages and optimises budget up to £50K, escalating anything above.
Major Policy Changes N/A N/A Proposes and drafts policy changes for review and approval by the Director and Legal.
Vendor Selection (KM Platforms) N/A N/A Evaluates vendors and makes recommendations for Director approval, especially for contracts over £100K.

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.

Operational Savings via KM
Quantifiable reduction in time spent searching for information, reduced duplication of effort, and faster problem resolution across business units.
Target · Attribute £2M+ in annual savings, validated by business unit leaders.

Reduced average time for sales teams to find product specs by 30%, saving roughly £500K in sales rep productivity annually, plus a 15% drop in internal support tickets for common queries, saving another £200K.

Information Risk & Compliance Score
Adherence to internal and external regulatory requirements for information retention, privacy, and data quality within the knowledge ecosystem.
Target · Achieve a compliance audit score of 95% or higher for knowledge assets.

Successfully passed the annual GDPR audit with zero critical findings related to knowledge asset handling, demonstrating 100% compliance with retention policies for customer data.

Knowledge Asset Utilisation & Engagement
The rate at which employees are actively using and contributing to official knowledge platforms.
Target · Increase active user engagement (views, contributions, searches) by 20% year-over-year.

Saw a 25% increase in unique monthly users on the central knowledge platform, and a 15% rise in new content submissions from non-KM teams, indicating strong adoption.

Time-to-Productivity for New Hires
The average time it takes for new employees to become fully productive, significantly influenced by accessible and well-governed onboarding knowledge.
Target · Reduce average time-to-productivity for new hires by 20% across key roles.

New sales hires reached their first quota target 2 weeks faster than the previous year, directly attributed to the improved and centralised onboarding knowledge pathways you championed.

Strategic Influence & Board Confidence
Your ability to shape the broader organisational strategy around knowledge and information, earning trust and confidence from the executive team and board.
  • Regularly invited to C-suite strategic planning sessions
  • board members actively seek your input on information risk and intellectual property
  • your recommendations are consistently adopted into enterprise-level initiatives
  • positive feedback from board presentations.
Cross-Functional Collaboration & Buy-in
The effectiveness of your efforts in getting diverse departments to work together on knowledge initiatives and adhere to governance standards.
  • High participation and active contribution from business unit leaders in the Knowledge Governance Council
  • positive feedback from IT and Legal teams on partnership
  • other departments proactively seek your guidance on information management challenges
  • successful resolution of inter-departmental knowledge conflicts.
Cultural Shift towards Knowledge Sharing
The observable change in organisational behaviour, moving towards a more open and collaborative knowledge-sharing culture.
  • Increased informal knowledge sharing through communities of practice
  • employees proactively documenting lessons learned without explicit prompting
  • a noticeable reduction in 'shadow IT knowledge' systems
  • positive feedback in employee engagement surveys regarding access to information and learning opportunities.

7Would you like it

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

What people enjoy
Driving Enterprise-Wide Transformation

You'll spend your days strategising how to embed knowledge management into the very fabric of our operations, influencing everything from product development to customer service. It's about seeing your vision for a smarter organisation come to life.

Leading the charge to integrate KM policies into our M&A due diligence process, ensuring we don't lose critical intellectual property during acquisitions.

Solving Complex Organisational Challenges

You'll be tackling problems that span departments, technologies, and even legal jurisdictions. This means designing solutions for information flow, risk mitigation, and cultural adoption that have no easy answers.

Architecting a unified knowledge taxonomy that works for both our technical engineering teams and our client-facing sales force, a notoriously tricky problem.

Protecting and Growing Intellectual Capital

A big part of your role is safeguarding our company's most valuable asset: its knowledge. You'll be building systems and processes that ensure our proprietary information is secure, accessible, and contributes to long-term innovation.

Developing a robust framework for capturing and protecting R&D insights, ensuring our competitive edge isn't lost when key personnel move on.

What frustrates people
  • The 'Corporate Librarian' Stereotype: Constantly fighting the perception that your job is just to tidy up the intranet, rather than being a strategic function that drives efficiency and reduces risk.
  • The War Against Inboxes: The single biggest competitor is the employee inbox, where decades of critical business knowledge are hoarded, unstructured, and inaccessible to anyone else. It's a never-ending battle.
  • SME Elicitation Fatigue: Subject Matter Experts are always the busiest people in the company. Getting time on their calendar to document what they know feels like a constant, uphill battle, and you'll often feel like you're pulling teeth.
  • Measuring the Unmeasurable: The ROI of preventing a mistake that never happened is notoriously difficult to quantify, leading to constant budget justification battles with Finance. You'll need to be creative with your metrics.
  • Technology as a False Prophet: Leadership often gets sold on a new, shiny tech tool, believing it will magically solve cultural problems of knowledge sharing. You're left to manage the messy reality of implementation and adoption, often cleaning up after unrealistic expectations.
  • Governance vs. Agility: Finding the right balance between enforcing standards and allowing teams the flexibility to work quickly. You are often seen as the 'Department of No' when you're just trying to prevent future problems.
  • The Sisyphean Task of Content Cleanup: You will inherit years, sometimes decades, of poorly managed, redundant, and outdated content on shared drives and legacy systems. The cleanup project is never truly finished; it's a continuous effort.
What this role does not give you
  • A quiet, predictable work environment where everything follows a clear plan.
  • Instant gratification or immediate, visible results for every initiative.
  • A role where you only deal with technical problems, without the need for significant people leadership and influence.
  • The luxury of avoiding difficult conversations or making unpopular decisions for the greater good of the organisation.

8Who you work with

This role directly shapes the efficiency, compliance posture, and competitive advantage of an entire business unit. You'll be accountable for ensuring our intellectual capital is protected, accessible, and actively contributing to our bottom line. Your work will influence everything from product development cycles to how we respond to customer queries, really.

Inside the business
  • C-Suite (CEO, COO, CKO, CIO, Legal Counsel)
  • Heads of Business Units (Sales, Marketing, Product, Engineering)
  • IT Leadership and Data Governance Teams
  • Risk and Compliance Departments
  • Internal Audit Committee
Outside the business
  • External Auditors and Regulators
  • Key Technology Vendors (e.g., Microsoft, Collibra)
  • Industry Bodies and Standards Organisations
  • Strategic Partners

9What you need before you start

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

  • Proven experience leading large-scale Knowledge Management or Information Governance programmes in a complex enterprise environment (16+ years).
  • Demonstrated success in influencing C-suite and board-level stakeholders to adopt strategic initiatives.
  • Deep expertise in designing and implementing enterprise information architecture, taxonomies, and content lifecycle management frameworks.
  • Significant experience managing large budgets (£2M+) and leading diverse teams (25+ people, including managers).
  • A strong understanding of data governance principles and their application to unstructured knowledge.
  • A track record of driving measurable business value through knowledge initiatives, including operational savings and risk reduction.

10What to practise next

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

Advanced AI/ML for KM

Ongoing. You'll need to stay current on how large language models (LLMs), natural language processing (NLP), and machine learning are being applied to knowledge extraction, summarisation, search, and content creation. This isn't just about using tools; it's about understanding the underlying tech to guide strategic investments.

Generative AI Architectures · Vector Databases & Embeddings · Machine Learning Operations (MLOps) · Explainable AI (XAI)

  • This month: Subscribe to leading AI/ML newsletters and industry reports specific to enterprise applications.
  • Next 3 months: Schedule regular deep-dive sessions with our internal AI/ML teams or external consultants.
  • Month 4-6: Identify and champion a pilot project for a new AI-powered KM capability.
  • Ongoing: Attend relevant industry conferences and workshops to stay abreast of the latest advancements.

Quick win: Ask your technical leads for a '101' session on how our current AI tools actually work under the hood. Don't be afraid to ask 'stupid' questions.

Data Engineering for Knowledge

Ongoing. The quality of our knowledge systems is directly tied to the quality of the data feeding them. You'll need a stronger understanding of data pipelines, integration strategies, and data quality frameworks to ensure our knowledge assets are always reliable and up-to-date.

ETL/ELT Processes · API Integration & Management · Data Quality & Validation · Cloud Data Platforms (e.g., Azure Data Lake, AWS S3)

  • This month: Meet with our data engineering leads to understand their current challenges and roadmap.
  • Next 3 months: Review our current knowledge ingestion pipelines for potential bottlenecks or quality issues.
  • Month 4-6: Champion a project to improve data quality for a critical knowledge asset.
  • Ongoing: Seek opportunities to learn about new data integration technologies and strategies.

Quick win: Identify one key knowledge asset that frequently has data quality issues and work with the relevant data owners to understand the root cause. It's about problem-solving, not just strategy.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences (e.g., KMWorld, Gartner IT Symposium) to stay abreast of emerging trends and network with peers.
  • Participate in professional associations like ARMA, AIIM, or the Knowledge Management Society to contribute to and learn from the wider community.
  • Engage in continuous learning through online courses or executive education programmes focused on AI, data governance, or strategic leadership.
  • Mentor junior professionals in the field, as teaching often solidifies your own understanding and leadership skills.

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 & Responsible Knowledge Systems

Critical within 12 months. As we use more AI to generate, summarise, and govern knowledge, the ethical implications around bias, hallucination, data privacy, and intellectual property become paramount. Regulators and customers will demand transparency and accountability.

  • AI Governance Frameworks
  • Bias Detection & Mitigation
  • Data Provenance & Trustworthiness
  • Intellectual Property in AI

Knowledge Graph Design & Implementation

Important within 18 months. Moving beyond traditional taxonomies, knowledge graphs allow us to represent complex relationships between diverse data points and knowledge assets, enabling far more sophisticated search, discovery, and inferencing capabilities. This is the next frontier for information architecture.

  • Graph Databases (e.g., Neo4j, Amazon Neptune)
  • Ontology Engineering
  • Semantic Web Technologies (RDF, OWL)
  • Graph Analytics & Visualisation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Taxonomy & Ontology Design
  • Information Architecture (IA)
  • Knowledge Auditing & Mapping
  • Content Lifecycle Management (CLM)
  • Data Governance Integration (DAMA-DMBOK)
  • Community of Practice (CoP) Strategy

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 Knowledge Governance Manager (L5)

    3-5 years in previous role

    Skills to master

    • Expanding from managing a team and function to shaping broader business unit strategy, P&L ownership, and board-level influence. This means thinking beyond your direct reports and seeing the wider organisational impact.

    You're ready to move on when

    • Successfully led multiple high-impact KM programmes with demonstrable business value.
    • Consistently exceeded targets for your functional area, showing strong leadership and strategic acumen.
    • Developed strong relationships with senior leaders across different departments, earning their trust and respect.
    • Demonstrated ability to manage significant budgets and make sound financial decisions for your function.
  2. 2

    From Lead Knowledge Architect (L4) in a larger organisation

    5-7 years in previous role, plus prior management experience

    Skills to master

    • Shifting from architecting solutions to leading a broader strategic vision, managing a larger, more complex team, and taking on full P&L responsibility. This requires a strong jump in leadership and financial management skills.

    You're ready to move on when

    • Designed and implemented enterprise-wide information architectures that delivered significant business benefits.
    • Provided strong informal leadership and mentorship to other architects and specialists.
    • Successfully influenced senior technical and business stakeholders on architectural decisions.
    • Developed a clear understanding of the business unit's strategic objectives and how KM contributes to them.
  3. 3

    From Head of Information Governance (External)

    Direct lateral move, or 2-3 years at a slightly lower level

    Skills to master

    • Adapting to our specific industry, culture, and technology stack. Understanding our unique business challenges and how to tailor governance strategies to them. Building credibility with our existing leadership team.

    You're ready to move on when

    • Proven track record of success in a similar strategic information governance role in a comparable industry.
    • Strong references highlighting leadership, strategic thinking, and ability to drive change.
    • Clear articulation of how previous experience translates directly to our organisational context.
    • Demonstrated ability to quickly learn and adapt to new environments and build effective relationships.

15Where this role leads

The long view: This role can lead to Chief Knowledge Officer, Chief Operating Officer or Chief Digital Officer positions.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Knowledge Strategy & Governance is actually changing.

Where it leads

Roles this leads to

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

  • Chief Knowledge Governance Officer (CKGO) / Chief Knowledge Officer (CKO)

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 Information Systems and Knowledge Management, worked against Director of Knowledge Strategy & Governance.

Information Systems and Knowledge Management Level 7

Applied to your work in Director of Knowledge Strategy & Governance

This unit aims to enable learners to examine the strategic role of information and knowledge management in achieving organisational goals and objectives. Learners will critically assess how information and knowledge management strategies can be aligned with business strategy to create competitive advantage. Furthermore, learners will evaluate the tools and techniques available to organisations to support the development of information management systems (IMS) and knowledge management systems (KMS) strategies and plans.

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.

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See Your Progress Grow Illustration
Director of Knowledge Strategy & Governance
  • Taxonomy & Ontology Design
  • Information Architecture (IA)
  • Knowledge Auditing & Mapping
  • Content Lifecycle Management (CLM)
  • Data Governance Integration (DAMA-DMBOK)
  • Community of Practice (CoP) Strategy
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of Knowledge Strategy & Governance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Knowledge Governance Officer (CKGO) / Chief Knowledge Officer (CKO)

    3-5 years

    L7 (C-Suite)

    • Advanced M&A strategy and integration for intellectual capital.
    • Global regulatory compliance and risk management at an enterprise level.
    • Public relations and media engagement on knowledge-related topics.
    • Driving innovation through knowledge across all business units.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, the sheer volume of information to govern can be overwhelming. But what if you could offload the tedious, repetitive tasks to AI, freeing you up to focus on the truly strategic work? That's exactly what AI-powered tools are doing for Knowledge Governance leaders right now.

Imagine a world where your policies are drafted faster, knowledge gaps are identified automatically, and content is tagged with pinpoint accuracy. This isn't science fiction; it's the reality for Directors who are embracing AI. You'll be using these tools not just to save time, but to make smarter, data-driven decisions about our entire knowledge ecosystem.

Automated Content Tagger

Use Natural Language Processing (NLP) models to automatically read vast amounts of documents, SharePoint pages, and articles. This AI suggests relevant metadata tags based on our corporate taxonomy, eliminating the most tedious and error-prone part of content submission. Think of the hours saved across your team!

Insight Synthesizer

Leverage generative AI and advanced semantic search to answer complex strategic questions by synthesising information from dozens of internal documents and external sources. Instead of just returning a list of links, it provides a summarised answer with clear citations, drastically accelerating your research and decision-making process.

Knowledge Gap Analyst

This AI analyses search logs for queries that return zero results or have high abandonment rates. It then clusters these failed queries into themes, providing a data-driven roadmap of the most critical knowledge gaps that need to be filled. You'll know exactly where to direct your team's efforts for maximum impact.

Governance Policy Drafter

Use a Large Language Model (LLM) as a first-draft assistant for creating complex governance policies, communication plans, and training materials. Provide it with key principles and an outline, and it generates a structured, professional document that you can then refine and finalise, saving significant time for your legal and compliance reviews.

Common questions

Common questions

How do you become a Director of Knowledge Strategy & Governance?

Common routes in include From Knowledge Governance Manager (3-5 years in previous role), From Lead Knowledge Architect in a larger organisation (5-7 years in previous role, plus prior management experience) and From Head of Information Governance (External) (Direct lateral move, or 2-3 years at a slightly lower level). Times vary with prior experience.

Where can a Director of Knowledge Strategy & Governance progress to?

This role can lead on to Chief Knowledge Governance Officer (CKGO) / Chief Knowledge Officer (CKO) (3-5 years), depending on the skills you build.

What new skills matter most for a Director of Knowledge Strategy & Governance?

Increasingly, Ethical AI & Responsible Knowledge Systems and Knowledge Graph Design & Implementation. 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 knowledge management

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

Skills in information governance, change leadership and using AI for knowledge work carry across industries. Similar director or VP roles exist in finance, pharmaceuticals and government, where regulation and information handling matter most.

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 plan, free 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.