UK

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

Director, Knowledge & Collaboration Strategy

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Knowledge Officer (CKO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Knowledge Management · Head of Enterprise Collaboration · Director of Knowledge Operations

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 5 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 3 of 5 standards
City & Guilds Level 5 Diploma in Principles of Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 5 standards
City & Guilds Level 5 Certificate in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 5 standards
City & Guilds Level 5 Diploma in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 5 standards
City & Guilds Level 5 Award in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 5 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
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
Systems Fluency seeing the whole picture
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for Director, Knowledge & Collaboration Strategy

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

  1. Information Systems and Knowledge Management NCC Education Limited · covers 1 of 5 standards Level 7
  2. Manage knowledge in an organisation Chartered Management Institute · covers 3 of 5 standards Level 5
  3. Knowledge and information management City & Guilds Limited · covers 1 of 5 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, Knowledge & Collaboration 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 & Responsible Knowledge Systems
  • Adaptive Learning & Personalised Knowledge Delivery
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, Knowledge & Collaboration Strategy 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 role sets the long-term vision and oversees delivery for how a business unit finds, shares and uses information.

4What you'd actually use

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

Higher Logic, Khoros, Vanilla Forums, Viva Engage (Yammer) Strategic

Leading platform selection, defining integration strategy with CRM/LMS, managing vendor relationships and multi-million-pound budgets for community platforms. You're setting the vision for how these tools serve the business unit.

Confluence, Notion, Guru, SharePoint Online Architect

Setting enterprise-wide governance for the knowledge base, defining the strategy for federation vs. centralisation, and approving major architectural changes to ensure scalability and findability across the business unit.

Slack, Microsoft Teams Strategic

Defining the enterprise strategy for real-time vs. asynchronous communication, setting policies on data retention, external collaboration, and ensuring these tools support efficient knowledge flow across the business unit.

Power BI, Tableau, Common Room, Google Analytics Strategic

Defining the overarching measurement framework to prove business value (e.g., correlating community activity to customer retention or employee productivity). Presenting findings to executive leadership using advanced visualisations and storytelling.

Camtasia, Canva, Loom Strategic

Allocating budget for content creation tools and resources, defining the multimedia content strategy for the organisation, and ensuring content production aligns with strategic communication goals.

Coveo, Sinequa, Lucidworks Fusion Architect

Owning the enterprise findability strategy for the business unit. Championing investment in cognitive search platforms and defining the roadmap for unifying disparate content sources to ensure critical information is always accessible.

Anaplan, ServiceNow GRC, Collibra Strategic

Using Anaplan to model KM programme budgets and forecast ROI for strategic investments. Leveraging ServiceNow GRC to manage knowledge governance workflows and compliance. Using Collibra to ensure key knowledge assets are catalogued and align with enterprise data governance standards.

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 Direction & Roadmap No involvement. Contributes data and insights to inform strategy. Proposes strategic options and influences direction.
Budget Allocation & Investment No authority. Suggests tool purchases within project budget. Recommends budget for workstream projects up to £5K.
Organisational Design & Hiring No involvement. Provides input on team needs. Interviews junior candidates, provides feedback.
Policy & Governance Follows established policies. Suggests minor policy improvements. Develops and implements policies for specific workstreams.

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.

Business Unit Efficiency Gain
Quantifiable improvements in operational efficiency or reduced costs directly attributable to improved knowledge sharing and collaboration.
Target · Achieve a minimum of £2M in annualised savings or efficiency gains across the business unit.

Reduced average customer support resolution time by 15% (saving £1.5M/year) due to better knowledge base content, and accelerated new product launch cycles by 10% (worth £750K/year in market advantage).

Knowledge Program ROI
The return on investment for the entire knowledge management programme within your business unit, including platform costs, headcount, and content creation.
Target · Maintain a positive ROI of at least 1.5x (i.e., £1.50 returned for every £1 spent).

Total programme cost of £3M yielded £4.8M in quantifiable benefits (efficiency, innovation, retention), resulting in a 1.6x ROI.

Organisational Knowledge Maturity Score
Improvement in the business unit's overall knowledge sharing maturity, often assessed against frameworks like APQC's KM Maturity Model.
Target · Advance the business unit's maturity score from Level 2 to Level 4 over a 3-year period.

Moving from 'Initiating' (Level 2) with ad-hoc practices to 'Developing' (Level 4) with defined processes, clear ownership, and measurable impact across key knowledge areas.

Critical Knowledge Asset Coverage
The percentage of identified critical business processes or functions that have comprehensive, up-to-date, and easily discoverable knowledge assets.
Target · Achieve 90% coverage for all Tier 1 business processes within 24 months.

Ensuring that 9 out of 10 core sales processes (e.g., lead qualification, proposal generation, contract negotiation) have fully documented best practices, templates, and training materials.

Strategic Alignment & Executive Buy-in
How well the knowledge strategy is integrated with broader business unit objectives and the level of support from senior leadership.
  • Regular invitations to C-suite strategy sessions, active participation and sponsorship from VPs in KM initiatives, knowledge sharing explicitly mentioned in business unit OKRs, budget approvals for strategic KM investments without significant pushback.
Innovation & Problem-Solving Acceleration
The extent to which improved knowledge sharing contributes to faster innovation cycles or more effective resolution of complex business problems.
  • Case studies demonstrating how cross-functional knowledge sharing led to a new product feature, reduced time-to-market, or solved a long-standing operational issue. Testimonials from R&D or Product teams citing specific knowledge assets or community interactions as critical to their success.
Talent Development & Onboarding Effectiveness
The impact of knowledge programmes on reducing ramp-up time for new hires and fostering continuous learning for existing staff.
  • Reduced average time for new hires to reach full productivity (e.g., 3 months instead of 6). Feedback from HR and L&D on the value of knowledge resources in training programmes. High employee satisfaction scores related to access to information and learning opportunities.
Culture of Contribution & Collaboration
The observable shift towards a more open, collaborative, and knowledge-sharing culture within the business unit.
  • Increased voluntary contributions to knowledge bases and communities (beyond mandated requirements). Senior leaders actively modelling knowledge sharing behaviours. Anecdotal evidence of teams proactively seeking out and sharing information, rather than hoarding it. Positive feedback in employee engagement surveys regarding collaboration tools and resources.

7Would you like it

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

What people enjoy
Driving Organisational Transformation

You get a real buzz from seeing a business unit become visibly smarter and more efficient because of the systems and culture you've helped build. It's about seeing the needle move on big, strategic goals, not just ticking off tasks.

Successfully launching a new enterprise-wide knowledge base that cuts onboarding time for new sales reps by 50%, directly impacting revenue generation.

Building High-Performing Teams & Capabilities

You genuinely enjoy mentoring and developing your managers and their teams, helping them grow their skills and take on bigger challenges. You're a coach at heart, focused on creating a legacy of talent.

Seeing a junior manager you mentored successfully lead a complex, cross-functional knowledge initiative that delivers significant business value.

Solving Complex, Multi-faceted Problems

The idea of tackling messy, interconnected challenges—like unifying disparate knowledge sources or changing deeply ingrained sharing behaviours—excites you. You thrive on figuring out how all the pieces fit together.

Designing and implementing a new content lifecycle management process that significantly reduces knowledge rot across 10+ departments.

What frustrates people
  • Securing executive sponsorship and budget for initiatives where the ROI isn't immediately obvious, but the long-term strategic value is immense.
  • Dealing with deeply entrenched organisational silos and 'not invented here' syndrome when trying to implement shared knowledge practices.
  • The slow pace of cultural change—it takes years, not months, to truly embed a knowledge-sharing mindset across a large organisation.
  • Managing vendor relationships and complex platform integrations, which often come with unexpected technical hurdles and cost overruns.
  • The constant pressure to balance strategic, forward-looking initiatives with the day-to-day operational needs of a large knowledge function.
What this role does not give you
  • A quiet, heads-down environment where you can focus solely on technical tasks.
  • Immediate, short-term wins on every project—many initiatives are long-term plays.
  • A role where you have direct authority over all the resources you need; you'll mostly influence.
  • The luxury of avoiding difficult conversations or political negotiations.

8Who you work with

This role directly drives the transformation of how a significant business unit operates, impacting its efficiency, innovation, and competitive position. You'll be responsible for ensuring that critical knowledge is captured, accessible, and acted upon, leading to measurable improvements in performance and a more resilient, adaptive organisation.

Inside the business
  • C-Suite (CEO, COO, CIO)
  • SVP and VP-level peers across Product, Sales, Marketing, and Operations
  • Business Unit Heads (e.g., Head of EMEA Sales, Head of R&D)
  • Legal and Compliance teams
  • IT and Security leadership
Outside the business
  • Strategic technology partners (e.g., platform vendors)
  • Industry bodies and consortia
  • Key clients and customer advisory boards (where knowledge sharing directly impacts client success)
  • External consultants and thought leaders

9What you need before you start

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

  • Proven experience (12-16 years) in a senior leadership role within Knowledge Management or a closely related field, demonstrating a track record of driving strategic initiatives and managing large teams.
  • Demonstrated success in leading significant organisational change programmes, particularly those involving technology adoption and cultural shifts.
  • Extensive experience managing large budgets (multi-million £) and proving ROI for knowledge-related investments.
  • A strong portfolio of examples showcasing your ability to influence and gain buy-in from C-suite and executive-level stakeholders.
  • Deep understanding of enterprise-level knowledge platforms and their integration into complex IT ecosystems.
  • Experience in developing and implementing comprehensive knowledge governance frameworks and policies.

10What to practise next

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

Comprehending Knowledge Graphs & Semantic Search

Traditional keyword search is limited. Knowledge graphs, which map relationships between entities, offer far more intelligent and context-aware findability. This will be critical for navigating increasingly complex and interconnected knowledge domains.

Nodes and Edges · Ontology Engineering · Graph Databases (e.g., Neo4j) · Reasoning & Inference

  • This quarter: Read up on the basics of knowledge graphs and semantic search; there are plenty of good online primers.
  • Next 6 months: Arrange a deep-dive session with our IT architecture team or external consultants on the potential of knowledge graphs for our organisation.
  • Next 12 months: Sponsor a small proof-of-concept project to build a simple knowledge graph for a specific business domain, evaluating its impact on findability.
  • Ongoing: Follow industry leaders and vendors in the knowledge graph space to understand emerging capabilities and best practices.

Quick win: Challenge your search team: 'What are the top 3 questions our current search can't answer accurately, and how might a knowledge graph help?'

Data Mesh Principles for Distributed Knowledge

As organisations grow, knowledge often becomes siloed across different business units, each with its own platforms and governance. Data Mesh offers a decentralised approach to data ownership and sharing that can be adapted to knowledge, promoting domain-oriented knowledge products.

Domain-Oriented Ownership · Knowledge as a Product · Self-Serve Knowledge Platform · Federated Governance

  • This quarter: Read Zhamak Dehghani's 'Data Mesh' book or key articles to grasp the core concepts.
  • Next 6 months: Discuss Data Mesh principles with our Data & Analytics leadership to see how they're applying it and identify parallels for knowledge.
  • Next 12 months: Identify a specific business domain (e.g., Marketing, HR) and work with them to define their knowledge assets as 'products' with clear ownership and sharing mechanisms.
  • Ongoing: Advocate for a more federated approach to knowledge ownership and sharing within the organisation, where appropriate.

Quick win: Identify one major knowledge silo in your business unit. How would a 'knowledge as a product' mindset change how that team manages and shares their information?

11Staying current once you are in

What people here do to keep up
  • Regularly attend and speak at industry conferences (e.g., KMWorld, Community Industry Association events) to stay abreast of trends and represent the organisation.
  • Participate in executive leadership programmes or an MBA to further hone strategic business acumen and leadership capabilities.
  • Engage in peer groups or forums with other Directors/VPs of Knowledge Management to share insights and benchmark best practices.
  • Mentor emerging leaders within the organisation, actively contributing to our talent pipeline.
  • Dedicate time to research and experimentation with emerging technologies (e.g., AI, knowledge graphs) and their application to knowledge challenges.

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

As AI becomes more integrated into knowledge systems (e.g., content generation, search, recommendations), understanding its ethical implications—bias, privacy, hallucination—is paramount. Regulators and customers will demand transparency and fairness, and we need to build trust.

  • AI Bias Detection & Mitigation
  • Data Privacy & Security in LLMs
  • Explainable AI (XAI) for Knowledge
  • AI Governance Frameworks

Adaptive Learning & Personalised Knowledge Delivery

The 'one-size-fits-all' knowledge base is becoming obsolete. Users expect personalised experiences, much like consumer platforms. Integrating knowledge with learning pathways and delivering context-aware information will be key to engagement and effectiveness.

  • Learning Experience Platforms (LXP) Integration
  • User Profile & Contextualisation
  • Microlearning & Just-in-Time Knowledge
  • Skills-Based Knowledge Pathways

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Community Management Models (Strategic Application)
  • Knowledge-Centered Service (KCS) Implementation & Governance
  • Enterprise Taxonomy & Ontology Design
  • Gamification & Engagement Strategy (Advanced)
  • Content Curation & Lifecycle Management (Enterprise Scale)
  • After-Action Reviews (AARs) & Retrospective Facilitation (Executive Level)

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

    Manager, Knowledge Sharing & Communities (L5) within Zavmo

    3-5 years at L5

    Skills to master

    • Demonstrated ability to manage a large department, own a significant P&L, build and develop a strong team, and successfully deliver strategic initiatives that impact the business unit. You'll need to show you can operate with significant autonomy.

    You're ready to move on when

    • Consistently exceeding departmental objectives and KPIs (e.g., £1M+ in value generated).
    • Successfully mentored and promoted multiple team members into senior roles.
    • Led a major cross-functional programme that delivered significant business unit impact.
    • Regularly sought out by senior leadership for strategic input beyond your direct remit.
  2. 2

    Director of Knowledge Management / Collaboration from another large enterprise

    Direct entry, assuming equivalent experience

    Skills to master

    • Proven track record of success in a similar role, managing large teams and budgets, and driving strategic KM initiatives at a business unit or enterprise level. You'll need to demonstrate cultural fit and the ability to quickly understand our unique organisational context.

    You're ready to move on when

    • A strong portfolio of past achievements in strategic KM, including quantifiable business impact.
    • References that speak to your leadership, influence, and ability to navigate complex organisational dynamics.
    • Clear articulation of your vision for knowledge and collaboration and how it aligns with our company's goals.
  3. 3

    Head of Digital Transformation / Organisational Development (with strong KM focus)

    Transition typically 2-4 years in prior role

    Skills to master

    • Deep understanding of organisational change, cultural transformation, and the role of information and collaboration in driving business outcomes. You'll need to bridge the gap between broader transformation and specific knowledge strategies.

    You're ready to move on when

    • Successfully led large-scale digital or cultural transformation programmes.
    • Demonstrated ability to integrate knowledge management principles into broader change initiatives.
    • Strong understanding of how technology enables organisational effectiveness.

15Where this role leads

The long view: This work can lead to roles such as Chief Knowledge Officer or Chief Operating Officer, or to advising organisations on knowledge strategy and digital transformation.

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, Knowledge & Collaboration Strategy is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • VP, Enterprise Transformation / Organisational Effectiveness

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, Knowledge & Collaboration Strategy.

Information Systems and Knowledge Management Level 7

Applied to your work in Director, Knowledge & Collaboration Strategy

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, Knowledge & Collaboration Strategy
  • Community Management Models (Strategic Application)
  • Knowledge-Centered Service (KCS) Implementation & Governance
  • Enterprise Taxonomy & Ontology Design
  • Gamification & Engagement Strategy (Advanced)
  • Content Curation & Lifecycle Management (Enterprise Scale)
  • After-Action Reviews (AARs) & Retrospective Facilitation (Executive Level)
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, Knowledge & Collaboration Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Knowledge Officer (CKO)

    3-5 years

    Level 7 (C-Suite)

    • M&A due diligence and integration specific to knowledge assets and intellectual property.
    • Global regulatory compliance for knowledge across multiple jurisdictions.
    • Driving cultural transformation at an enterprise scale, influencing thousands of employees.

  2. VP, Enterprise Transformation / Organisational Effectiveness

    3-5 years

    Level 6/7 (Cross-functional Executive)

    • Leading large-scale business process re-engineering efforts.
    • Developing and implementing company-wide change management frameworks.
    • Optimising organisational structures for efficiency and agility.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a Director's job is about vision, leadership, and impact, not getting bogged down in manual tasks. AI isn't here to replace your strategic brain; it's here to free it up. Imagine if your team could automate 20-30% of their routine work, giving you back precious hours to focus on the big picture, drive change, and truly lead. That's the power of AI in Knowledge Management.

As the Director, you're not just using AI, you're orchestrating its deployment and measuring its impact across your entire business unit. You'll be driving the adoption of intelligent tools that streamline content creation, improve findability, and give you deeper insights into community health. This isn't just about efficiency; it's about building a smarter, more responsive knowledge ecosystem that gives us a competitive edge.

Intelligent Content Governance & Triage

Oversee the implementation of AI that automatically tags, categorises, and routes new knowledge assets and community posts. This ensures content compliance and directs queries to the right experts, dramatically reducing manual effort and improving content quality at scale. You'll set the rules, AI will do the heavy lifting.

Advanced Strategic Insights & Trend Analysis

Use AI-powered analytics platforms to process vast amounts of community data, knowledge base interactions, and support tickets. This gives you real-time insights into emerging trends, critical knowledge gaps, and potential areas of user frustration, allowing you to proactively shape your strategy and inform product development or operational changes.

Automated Knowledge Harvesting & Synthesis

Champion the use of AI assistants that summarise long discussions, identify 'best answers,' and draft formal knowledge articles from unstructured data. This accelerates the conversion of tacit knowledge into explicit, reusable assets, ensuring valuable insights from your communities don't get lost. Your team reviews, refines, and publishes.

Scalable Content Generation & Localisation

Implement AI tools that generate first drafts of knowledge articles, FAQs, and community announcements based on bullet points or existing documentation. This empowers your team to produce high-quality content much faster, and even localise it for different markets, ensuring consistent messaging and reducing content bottlenecks across the business unit.

Common questions

Common questions

How do you become a Director, Knowledge & Collaboration Strategy?

Common routes in include Manager, Knowledge Sharing & Communities within Zavmo (3-5 years at L5), Director of Knowledge Management / Collaboration from another large enterprise (Direct entry, assuming equivalent experience) and Head of Digital Transformation / Organisational Development (with strong KM focus) (Transition typically 2-4 years in prior role). Times vary with prior experience.

Where can a Director, Knowledge & Collaboration Strategy progress to?

This role can lead on to Chief Knowledge Officer (CKO) (3-5 years) and VP, Enterprise Transformation / Organisational Effectiveness (3-5 years), depending on the skills you build.

What new skills matter most for a Director, Knowledge & Collaboration Strategy?

Increasingly, Ethical AI & Responsible Knowledge Systems and Adaptive Learning & Personalised Knowledge Delivery. 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

The skills built in this role apply widely. These include strategic leadership, change management, building teams, and using information for business advantage. They can lead to senior leadership roles in sectors that depend on knowledge, such as consulting, technology, financial services or healthcare. They can also lead to broader operational and transformation roles in other industries.

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.