UK

United Kingdom · Business transformation and change · Lead (8-12 years)

Lead Lean Six Sigma Manager

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  • Experience bandLead (8-12 years)
  • Direct reports3-8 reports
  • Reports toSenior Manager, Continuous Improvement
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Process Improvement Lead · Continuous Improvement Manager · Black Belt Lead

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

ETCAL Level 4 NVQ Diploma in Business Improvement Techniques ETC Awards Limited · Level 4 · covers 5 of 9 standards
EAL Level 4 NVQ Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 4 of 9 standards
EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence) Excellence, Achievement & Learning Limited · Level 4 · covers 4 of 9 standards
EAL Level 4 NVQ Extended Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 4 of 9 standards
FDQ Level 3 Diploma for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 3 · covers 2 of 9 standards
FDQ Level 3 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 3 · covers 2 of 9 standards

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

The units you would start with

Leading the carrying out of Six Sigma process mapping ETCAL Level 4 NVQ Diploma in Business Improvement Techniques
Principles of Six Sigma process mapping in food operations FDQ Level 3 Diploma for Proficiency in Food Manufacturing Excellence

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
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Your Plan Illustration

Built for Lead Lean Six Sigma Manager

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

  1. Leading the carrying out of Six Sigma process mapping ETC Awards Limited · covers 5 of 9 standards Level 4
  2. Principles of Six Sigma process mapping in food operations FDQ Limited · covers 2 of 9 standards Level 3
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 Lead Lean Six Sigma Manager?

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

  • Prompt Engineering & LLM Integration
  • Ethical AI & Data Bias Management
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 Lead Lean Six Sigma Manager 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

A Lead Lean Six Sigma Manager sets the direction for process improvement work across a business and leads a small team of specialists.

4What you'd actually use

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

Minitab / JMP Expert

Designing and executing complex Design of Experiments (DOE), performing non-linear regression, capability analysis (Cpk/Ppk), and teaching your team how to interpret statistical results and present them clearly.

Miro / Visio Advanced

Facilitating remote and in-person workshops to build complex, multi-level Value Stream Maps and process simulations in real-time. You'll also use it to set standards and templates for your team's process documentation.

Power BI / Tableau Advanced

Building complex, interactive dashboards that connect directly to SQL databases or data warehouses. You'll use DAX/LOD expressions to create sophisticated project benefit calculations and track the performance of your team's improvement initiatives for leadership.

Jira / Asana Expert

Configuring and managing complex project workflows (e.g., DMAIC tollgates) for your entire team's portfolio. You'll create custom reports and dashboards to track the progress, risks, and dependencies of all continuous improvement projects.

Celonis / UIPath Process Mining Intermediate

Using these tools to identify process deviations, bottlenecks, and rework loops from system event logs. You'll guide your team in extracting 'as-is' data to kickstart DMAIC projects and validate improvement opportunities.

SAP S/4HANA / Oracle ERP Advanced

Understanding the underlying table structures and data relationships within our ERP systems. You'll write queries or work with IT to get the precise data needed for your team's analysis, often bypassing unreliable front-end reports.

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 Selection & Prioritisation Proposes project ideas to supervisor for review and approval. Selects and prioritises Green Belt projects within their function, informs manager. Leads the annual project selection process for their portfolio, aligning with strategic objectives. Final decision on project starts and stops for their team, informs Senior Manager.
Budget Allocation (Project Level) No budget authority. Requests resources from supervisor. Manages project expenses up to £5K, escalating anything above. Approves project budgets up to £100K. Recommends larger programme budgets (up to £500K) to Senior Manager for approval.
Methodology & Tool Selection Uses predefined tools and methodologies as instructed. Chooses appropriate Lean Six Sigma tools for their Green Belt projects, consults Black Belt on complex choices. Defines the optimal Lean Six Sigma methodology and statistical tools for complex Black Belt projects and for their team, setting best practices. Evaluates and recommends new tools for the department.
Team Hiring & Development No direct reports. Provides peer feedback. Informally mentors junior analysts. No hiring authority. Leads the hiring process for Lean Six Sigma Specialists/Black Belts within their team. Owns performance reviews, career development plans, and coaching for direct reports.
Stakeholder Communication Strategy Drafts project updates for supervisor review. Communicates project progress to operational stakeholders, seeks manager's input for leadership updates. Develops and executes comprehensive communication plans for major transformation programmes, tailoring messages for VPs, department heads, and front-line staff. Represents the department in cross-functional leadership forums.

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.

Validated Financial Savings
The total hard savings (cost reduction, revenue increase) delivered by your team's project portfolio.
Target · Deliver a portfolio of 3-5 projects annually with >£500K in validated hard savings.

Your team completes three projects in Q2: one reducing invoice processing time saving £150K, another optimising logistics routes saving £200K, and a third improving customer onboarding boosting revenue by £100K. Total for Q2: £450K.

Team Capability Uplift
The number of Green Belts or Specialists you mentor and guide to successful project certification.
Target · Mentor 3+ Lean Six Sigma Green Belts or Specialists to successful project certification within a year.

You guide Sarah and Tom through their first Black Belt projects, helping them navigate data analysis and stakeholder resistance, resulting in their certification and two significant process improvements.

Project Portfolio Success Rate
The percentage of projects under your oversight that are completed on time, within budget, and meet their defined goals.
Target · Maintain a 90% project completion rate (on time, on budget, meeting goals) across your portfolio.

Out of 10 projects in your portfolio, nine are delivered as planned, with one facing unexpected data issues that cause a delay, resulting in a 90% success rate.

Process Cycle Time Reduction
Average percentage reduction in end-to-end process cycle times for projects your team leads.
Target · Achieve an average of 25% cycle time reduction across your team's key projects.

Your team reduces the 'order-to-delivery' cycle time by 30% for a key product line, cutting lead times from 10 days to 7 days, directly improving customer satisfaction and inventory costs.

Strategic Project Alignment
How well your team's project portfolio directly supports the organisation's top strategic objectives.
  • Regular positive feedback from VPs and department heads on project selection. Your team's projects are frequently cited in leadership updates as examples of strategic execution. You're proactively involved in annual planning sessions to identify improvement opportunities.
Team Engagement & Development
The growth and satisfaction of your direct reports, and their ability to independently lead complex projects.
  • High retention rates within your team. Your team members are actively seeking out new challenges and taking on more complex work. Positive feedback in 360-degree reviews about your coaching and mentoring style. You're seen as a go-to person for career advice by your team.
Influence & Buy-in
Your ability to gain support and commitment from senior stakeholders for significant process changes, even when there's resistance.
  • Stakeholders actively championing your team's projects. You're invited to early-stage strategic discussions. Difficult conversations about process changes are resolved constructively, leading to clear actions and follow-through. You're able to secure resources for your projects without constant battles.
Quality of Solution Design
The robustness and sustainability of the process improvements implemented by your team.
  • Low rates of 'rework' or 'backsliding' on implemented processes. Solutions are well-documented and easily adopted by the business. Post-implementation audits consistently show sustained benefits. Your team's solutions are praised for their practicality and effectiveness.

7Would you like it

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

What people enjoy
Solving Complex Problems

You get a real buzz from dissecting a messy, multi-departmental problem, identifying the root causes, and then seeing your team design an elegant solution. It's like a giant puzzle you get to solve every day.

Taking a process that consistently misses deadlines, breaking it down with your team, finding the 17 hand-offs nobody knew about, and redesigning it to flow smoothly.

Building & Developing Teams

You genuinely enjoy coaching and mentoring your team members, helping them grow their skills, tackle tougher projects, and become confident Black Belts in their own right. Their success is your success.

Guiding a junior Black Belt through their first complex Design of Experiments, helping them interpret the results, and seeing them present it confidently to senior leadership.

Driving Tangible Business Impact

You're not content with just 'doing projects'. You want to see real, measurable improvements – whether that's saving the company £100K, cutting customer wait times by half, or boosting employee satisfaction. You love seeing the numbers move.

Presenting the validated £750K annual savings from your team's portfolio of projects to the CFO and seeing them nod in approval.

What frustrates people
  • Dealing with executives who champion 'transformation' in town halls but are unwilling to change their own departments or invest the necessary resources.
  • Spending 60% of your team's project time cleaning, validating, and begging for reliable data from fragmented, legacy IT systems before analysis can even begin.
  • Constantly fighting the perception that your team is there to find fault, eliminate jobs, or add bureaucratic overhead, rather than to help people do their work more easily.
  • Battling managers who already have a 'solution' in mind (usually a new piece of software) and just want your team to use DMAIC to justify it, rather than finding the true root cause.
  • The immense difficulty of putting a credible pound value on improvements like 'reduced employee frustration' or 'increased process reliability' for every project.
  • The pressure from leadership to deliver a constant stream of 'quick wins' (Kaizen events), which can distract from the deeper, more complex DMAIC projects that deliver far greater long-term value.
What this role does not give you
  • A predictable, unchanging work schedule – priorities shift, and urgent issues pop up.
  • A purely technical role where you're always hands-on with the data and never dealing with people issues.
  • A quiet, isolated environment – you'll be interacting with people constantly.
  • Immediate gratification for every single project – some changes take months or years to fully embed.

8Who you work with

You'll directly shape the effectiveness of our continuous improvement programmes, influencing how we identify, prioritise, and execute major process changes. Your work ensures that our transformation efforts aren't just theoretical but deliver concrete, measurable benefits across the business, ultimately impacting our bottom line and competitive position.

Inside the business
  • VP of Operations
  • Head of Finance
  • Product Leadership
  • IT Programme Managers
  • Peer Lead Black Belts
  • HR Business Partners
Outside the business
  • Key vendors (e.g., software providers for process mining)
  • Industry bodies or professional networks (e.g., Lean Enterprise Institute)

9What you need before you start

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

  • A minimum of 5 years' experience leading complex, cross-functional Lean Six Sigma Black Belt projects from definition to control, demonstrating significant, validated business impact.
  • Proven experience mentoring and coaching junior Lean Six Sigma practitioners (Green Belts or Specialists), helping them develop their skills and successfully complete projects.
  • Advanced proficiency in statistical analysis software (Minitab or JMP) and data visualisation tools (Power BI or Tableau), including the ability to interpret and present complex statistical findings to non-technical audiences.
  • Demonstrable experience in applying change management principles (e.g., ADKAR, Kotter) to ensure the adoption and sustainability of process improvements.
  • Strong ability to influence stakeholders at all levels, including senior management, to gain buy-in and commitment for change initiatives.

10What to practise next

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

Advanced Process Mining & Simulation

Process mining tools are getting smarter, and the ability to simulate 'what-if' scenarios with high fidelity will become crucial for validating complex process changes before implementation. You'll need to move beyond basic discovery to predictive optimisation.

Predictive process monitoring · Digital Twin of an Organisation (DTO) · Automated root cause analysis in process mining

  • This quarter: Take an advanced course on Celonis (or our chosen process mining tool) focusing on simulation and predictive analytics.
  • Next quarter: Lead a pilot project using process simulation to model the impact of a major process change before it goes live.
  • Month 6: Explore integration possibilities between our process mining tools and other data sources for richer insights.

Quick win: Challenge your team to use the 'variant explorer' in Celonis to find the most inefficient process paths on their next project.

Low-Code/No-Code Automation

The ability to rapidly build simple automations (RPA bots, workflow apps) without heavy coding is democratising process improvement. As a Lead, you'll need to understand how to empower your team and business users to build these, while maintaining governance.

Robotic Process Automation (RPA) principles · Citizen developer enablement · Workflow orchestration platforms

  • This month: Complete an introductory course on a low-code platform like Microsoft Power Automate or UiPath StudioX.
  • Next quarter: Identify one simple, repetitive task within your department that could be automated by a 'citizen developer' and guide them through building it.
  • Month 5: Develop a simple governance framework for low-code automation within your team's scope.

Quick win: Use Power Automate to automate a simple personal task, like saving email attachments to a specific folder. See how easy it is.

11Staying current once you are in

What people here do to keep up
  • Actively participating in Lean Six Sigma forums, conferences, or industry groups to stay current with best practices and emerging trends.
  • Seeking out opportunities to mentor junior colleagues and formalise your coaching skills.
  • Taking courses or certifications in advanced analytics, data science, or process mining to deepen your technical expertise.
  • Reading widely on leadership, organisational psychology, and change management to enhance your soft skills.
  • Presenting case studies of your team's successful projects at internal or external events.

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.

Prompt Engineering & LLM Integration

Honestly, competitors are already using tools like ChatGPT and Claude to draft reports in 10 minutes that used to take 2 hours. Analysts who figure this out will outproduce peers 3:1. As a leader, you need to understand how to guide your team to use these effectively and ethically.

  • Context windows and token limits
  • Temperature settings for different tasks
  • RAG architectures for proprietary data
  • Output validation and hallucination detection
  • Prompt chaining for complex analysis

Ethical AI & Data Bias Management

As we use more AI in process analysis and decision-making, understanding its ethical implications and potential for bias becomes paramount. If our AI-driven process improvements inadvertently discriminate or create unfair outcomes, it's a huge problem. You, as a leader, need to guide your team to prevent this.

  • Algorithmic bias detection
  • Fairness metrics in AI
  • Explainable AI (XAI)
  • Data privacy in AI applications

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • DMAIC / DMADV Methodologies
  • Value Stream Mapping (VSM)
  • Statistical Process Control (SPC) & Design of Experiments (DOE)
  • Hoshin Kanri (Policy Deployment)
  • Kaizen Facilitation

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 Lean Six Sigma Black Belt (Internal)

    3-5 years as a Senior Black Belt

    Skills to master

    • Leading multiple complex Black Belt projects independently, mentoring Green Belts, and demonstrating strong stakeholder influencing skills. You'd have to show you can manage project ambiguity and deliver results in challenging environments.

    You're ready to move on when

    • Successfully led 5+ Black Belt projects with validated £100K+ savings each.
    • Consistently received positive feedback on mentorship from junior practitioners.
    • Proactively identified and championed new improvement opportunities beyond assigned projects.
    • Successfully navigated significant project roadblocks or stakeholder resistance.
  2. 2

    Process Improvement Consultant (External)

    5-8 years in a consulting firm, specialising in operational excellence or business transformation.

    Skills to master

    • Managing client relationships, scoping complex engagements, leading project teams, and delivering measurable outcomes across diverse industries. You'd need to translate that external experience into our internal context.

    You're ready to move on when

    • Managed multiple client engagements focused on process improvement, delivering significant ROI.
    • Experience leading diverse project teams, often with indirect authority.
    • Strong presentation and client communication skills at a senior level.
    • Ability to quickly understand new business contexts and identify improvement levers.
  3. 3

    Operations Manager / Head of Department (Internal)

    5-7 years managing a significant operational department, with a strong focus on continuous improvement.

    Skills to master

    • Deep operational knowledge, people management, budget ownership, and a proven track record of driving efficiency within your own function using Lean Six Sigma principles. You'd be moving from an operational leadership role into a dedicated transformation role.

    You're ready to move on when

    • Successfully led a team of 10+ people with strong performance metrics.
    • Implemented significant process improvements within your department, demonstrating measurable benefits.
    • Managed a departmental budget effectively.
    • Demonstrated a passion for continuous improvement and a desire to apply it more broadly.

15Where this role leads

The long view: This work can lead to roles such as Director of Business Transformation or VP of Operational Excellence, taking on responsibility for larger, more complex change programmes.

The ten Future Fluencies

Zavmo analysis

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

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

The highlighted ones are the Fluencies your role leans on hardest, from how Lead Lean Six Sigma Manager is actually changing.

Where it leads

Roles this leads to

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

  • Principal Lean Six Sigma Consultant (Individual Contributor Path)

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 Leading the carrying out of Six Sigma process mapping, worked against Lead Lean Six Sigma Manager.

Leading the carrying out of Six Sigma process mapping Level 4

Applied to your work in Lead Lean Six Sigma Manager

The objective of this unit is to enable learners to lead the carrying out of Six Sigma process mapping, ensuring accuracy and completeness in identifying areas for improvement. Learners will be able to define the scope, gather data, refine techniques, and implement improvements based on the process map, while understanding the principles of Six Sigma.

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
Lead Lean Six Sigma Manager
  • DMAIC / DMADV Methodologies
  • Value Stream Mapping (VSM)
  • Statistical Process Control (SPC) & Design of Experiments (DOE)
  • Hoshin Kanri (Policy Deployment)
  • Kaizen Facilitation
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

Lead Lean Six Sigma Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Senior Manager, Continuous Improvement (L5)

    3-5 years in this Lead Lean Six Sigma Manager role

    This is a significant step up, moving from managing a portfolio and a team to directing the entire CI function for a major business unit. You'll be setting strategy and deploying methodologies across a larger organisation.

    • Developing and implementing enterprise-wide CI deployment strategies
    • Governing data sources and ensuring a 'single source of truth' for all process metrics
    • Evaluating and selecting statistical and process mining software for the entire enterprise
    • Leading large-scale change programmes impacting hundreds of employees

  2. Principal Lean Six Sigma Consultant (Individual Contributor Path)

    3-5 years in this Lead Lean Six Sigma Manager role

    This is an expert individual contributor role, focusing on the most complex, high-impact technical problems and acting as an internal consultant. You'd still lead projects but without direct reports.

    • Designing and implementing highly innovative, bespoke process solutions using cutting-edge techniques
    • Acting as the ultimate technical authority for statistical analysis and process modelling
    • Leading cross-functional task forces on critical, high-risk operational issues
    • Developing new Lean Six Sigma tools or frameworks tailored to our business
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, leading a team and driving transformation means a lot of juggling. What if you could cut down on the grunt work and focus more on strategic thinking, coaching your team, and actually getting things done? AI isn't just for data scientists anymore; it's a game-changer for Lean Six Sigma leaders like you.

Imagine having a co-pilot that helps you sift through mountains of process data, brainstorm root causes, draft compelling presentations, and even automate parts of your project management. That's what AI can do. It's not about replacing your expertise; it's about amplifying it, freeing you up to tackle the really tough, human-centric challenges of change.

Automated Process Discovery

Use AI-powered process mining tools (think Celonis) to automatically analyse system event logs from SAP, Salesforce, or other ERPs. This generates real-time, data-driven process maps, replacing weeks of manual workshops and interviews your team used to do. You'll get the 'as-is' picture in hours, not weeks, letting your team jump straight into analysis.

Root Cause Hypothesis Generation

Feed a GenAI model your project's problem statement, a fishbone diagram, and initial process data. Ask it to brainstorm potential root causes, identify correlations in the data that humans might miss, and suggest hypotheses for testing. This cuts down on brainstorming time and ensures your team considers a wider range of possibilities, getting to the real problem faster.

Accelerated Benchmarking & Solutioning

Use an AI research assistant to quickly scan industry reports, academic studies, and competitor case studies. It'll pull out best-in-class performance benchmarks and proven solutions for specific processes (e.g., 'procure-to-pay in pharmaceuticals'). This gives your team a head start on the 'Improve' phase, letting them focus on adapting, not just discovering.

Smart Tollgate & Comms Drafting

Provide a GenAI model with your project data and key findings. Ask it to generate a first draft of your DMAIC tollgate presentation, a project update email for executives, or a change communication plan for affected employees. It'll tailor the tone for each audience, saving you and your team hours on documentation and communication tasks, letting you focus on the message, not the formatting.

Common questions

Common questions

How do you become a Lead Lean Six Sigma Manager?

Common routes in include Senior Lean Six Sigma Black Belt (Internal) (3-5 years as a Senior Black Belt), Process Improvement Consultant (External) (5-8 years in a consulting firm, specialising in operational excellence or business transformation.) and Operations Manager / Head of Department (Internal) (5-7 years managing a significant operational department, with a strong focus on continuous improvement.). Times vary with prior experience.

Where can a Lead Lean Six Sigma Manager progress to?

This role can lead on to Senior Manager, Continuous Improvement (3-5 years in this Lead Lean Six Sigma Manager role) and Principal Lean Six Sigma Consultant (Individual Contributor Path) (3-5 years in this Lead Lean Six Sigma Manager role), depending on the skills you build.

What new skills matter most for a Lead Lean Six Sigma Manager?

Increasingly, Prompt Engineering & LLM Integration and Ethical AI & Data Bias Management. These are the skills our record of this role lists as growing.

Free tools

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17Where to go from here

Other roles at Level 5

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

 More jobs in business transformation and change

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

Lean Six Sigma skills apply across most industries, including manufacturing, logistics, financial services, healthcare and technology. The methods used to drive efficiency and quality carry over to any sector focused on process performance.

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 Lead Lean Six Sigma Manager 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.