UK

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

Director of Production Planning & Control

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 Operations Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Operations Planning · VP, Manufacturing Scheduling · Director, Supply Chain Operations · Senior Director, Production Optimisation

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

GQA PAA\VQ-SET Level 3 NVQ Diploma in Signmaking GQA Qualifications Limited · Level 3 · covers 1 of 10 standards
PIABC Level 3 NVQ Diploma in Wood Machining PIABC Ltd · Level 3 · covers 1 of 10 standards
GQA Level 3 NVQ Diploma in Print Administration GQA Qualifications Limited · Level 3 · covers 1 of 10 standards
Cambridge OCR Level 3 Cambridge Technical Certificate in Media Cambridge OCR · Level 3 · covers 1 of 10 standards
Cambridge OCR Level 3 Cambridge Technical Introductory Diploma in Media Cambridge OCR · Level 3 · covers 1 of 10 standards

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

The units you would start with

Plan and Monitor Production Process in a Signmaking Environment GQA PAA\VQ-SET Level 3 NVQ Diploma in Signmaking
Producing Planed Wood and Wood-based Products in the Workplace NOCN Level 2 NVQ Diploma in Wood Machining (Construction/Sawmilling Extrusion)
Plan, schedule and monitor print production GQA Level 3 NVQ Diploma in Print Administration
Production roles in media organisations Cambridge OCR Level 3 Cambridge Technical Certificate in Media
Production roles in media organisations Cambridge OCR Level 3 Cambridge Technical Introductory Diploma in Media

The future skills this job leans on

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

Built for Director of Production Planning & Control

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

  1. Plan and Monitor Production Process in a Signmaking Environment GQA Qualifications Limited · covers 1 of 10 standards Level 3
  2. Producing Planed Wood and Wood-based Products in the Workplace NOCN · covers 1 of 10 standards Level 2
  3. Plan, schedule and monitor print production GQA Qualifications Limited · covers 1 of 10 standards Level 3
  4. Production roles in media organisations Cambridge OCR · covers 1 of 10 standards Level 3
  5. Production roles in media organisations Cambridge OCR · covers 1 of 10 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 Director of Production Planning & Control?

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

  • AI-Driven Strategic Decision Making
  • Supply Chain Resilience & Geopolitical Risk 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 Director of Production Planning & Control plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

This role means owning the operational rhythm of production across a business. It involves planning schedules and making sure what sales promises can actually be delivered, on time and within budget. The job means coordinating multiple production lines so they work together without delay or waste.

4What you'd actually use

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

ERP System (e.g., SAP S/4HANA, Oracle NetSuite, Epicor) Architect

Leading ERP module upgrades/implementations, defining global scheduling data governance policies, and ensuring seamless integration with other planning systems. You're not just a user; you're shaping how we use it strategically.

Advanced Planning & Scheduling (APS) Software (e.g., Preactor, PlanetTogether, Asprova) Architect

Owning the vendor relationship, leading the selection and justification for new APS platform investments, and defining the strategic configuration and optimisation objectives for the entire system. You'll be pushing the boundaries of what these systems can do for us.

Manufacturing Execution System (MES) (e.g., Plex Systems, Siemens Opcenter) Advanced

Driving the integration of MES data streams with ERP/APS for closed-loop scheduling, real-time performance monitoring, and advanced analytics. You'll use MES data to validate and refine strategic planning models.

Business Intelligence (BI) & Analytics Platforms (e.g., Power BI, Tableau, Qlik Sense) Architect

Architecting the BI strategy for production planning, defining key performance indicators (KPIs) and dashboards for executive consumption, and presenting complex operational insights to the C-suite and Board. You'll be telling the story of our operations through data.

Microsoft Excel (Advanced Modelling & Automation) Advanced

Designing automated Excel-based reporting systems that pull data from multiple enterprise sources, building complex scenario planning models for strategic analysis, and using it as a rapid prototyping tool for new planning concepts before full system implementation.

Collaboration & Project Management Tools (e.g., MS Teams, Slack, Jira, Asana) Advanced

Establishing communication protocols and escalation paths for plant-wide disruptions, leading large-scale project implementations (e.g., APS rollout), and managing cross-functional strategic initiatives with clear timelines and accountability.

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 Planning System Investments (APS/ERP) No involvement. Learns system basics. Provides input on user experience and data accuracy for existing systems. Recommends specific features or modules for upgrade, justifies based on operational need.
Major Production Schedule Changes (e.g., due to breakdown/shortage) Escalates immediately to supervisor. Proposes alternative schedules for review, highlights immediate impact. Independently revises schedule within defined parameters, communicates impact to affected departments, consults Lead on complex trade-offs.
Team Hiring & Organisational Design No involvement. Participates in interviews for junior roles, provides feedback. Conducts technical interviews, provides strong recommendations for hiring junior team members.

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.

Plant-wide On-Time Delivery (OTD)
The percentage of customer orders shipped by the original promised date.
Target · Improve from 88% to 95% within 18 months

If we ship 950 out of 1,000 orders on time, that's 95% OTD. You'll be driving the strategy to get us there, not just tracking it.

Inventory Turns (Finished Goods & WIP)
How many times our average inventory is sold or used over a period. Higher is generally better as it means less cash tied up.
Target · Increase inventory turns by 25% YoY for the next two years

If our current turns are 4.0, you'd aim for 5.0 in year one. This means freeing up millions in working capital, which Finance will love.

Production Lead Time Reduction
The total time from when a production order is released to when it's completed and ready for shipment.
Target · Reduce average lead time by 15% across key product families within 12 months

If a product currently takes 10 days to make, you'll be looking to get that down to 8.5 days. This makes us more responsive to customers.

APS/ERP System Optimisation ROI
The return on investment from strategic improvements or implementations of our Advanced Planning & Scheduling (APS) or ERP systems.
Target · Deliver a documented £1.5M in cost savings or efficiency gains from system improvements within 24 months

Leading a successful APS upgrade that reduces manual scheduling effort, cuts overtime, and improves material flow, all quantifiable back to that £1.5M target.

Strategic Influence & Collaboration
Your ability to shape the broader Operations and Supply Chain strategy, and to get other senior leaders on board with your vision.
  • You're proactively consulted by the COO on major capital investments. Your proposals for process changes are adopted across departments. You're seen as the go-to expert for planning issues in executive meetings. You successfully mediate disputes between Sales and Manufacturing about capacity.
Talent Development & Team Leadership
How effectively you build, mentor, and retain a high-performing team of scheduling and planning professionals.
  • Your direct reports are consistently promoted or take on more responsibility. You have a clear succession plan for key roles. Your team's engagement scores are consistently high. You're known for developing future leaders within Operations.
Risk Mitigation & Resilience
Your proactive approach to identifying and mitigating risks to our production schedule, from supply chain disruptions to internal operational failures.
  • We have robust contingency plans for our top 5 suppliers. You've implemented scenario planning that allows us to quickly adapt to unforeseen events. Production downtime due to scheduling errors or material shortages is significantly reduced. You've built a more resilient supply chain.
Process Standardisation & Governance
The establishment and enforcement of clear, efficient, and standardised planning processes across all manufacturing sites.
  • All sites follow a consistent scheduling methodology. Audits show high compliance with planning procedures. New schedulers can onboard quickly due to clear documentation. You've reduced variability in planning outcomes across different plants.

7Would you like it

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

What people enjoy
Driving Large-Scale Operational Transformation

You'll spend time analysing current state processes, identifying systemic inefficiencies, and designing multi-year roadmaps for improvement. This means leading major APS implementations, rethinking our inventory strategy, and standardising planning across all sites.

Leading the complete overhaul of our planning processes across three manufacturing plants, resulting in a 20% reduction in lead times and a £5M saving in working capital.

Solving Complex, Multi-Dimensional Business Problems

You'll be tackling challenges like balancing global supply chain volatility with local production constraints, optimising for both cost and customer service, and integrating new acquisitions into our planning framework. These aren't simple problems; they require deep thought and cross-functional collaboration.

Developing a new planning model that successfully navigates seasonal demand spikes, raw material shortages, and unexpected machine downtime, all while hitting OTD targets.

Building and Mentoring High-Performing Teams

A significant part of your role will be coaching your direct reports (who are often managers themselves), setting clear expectations, and fostering a culture of continuous improvement within the planning organisation. You'll be shaping the next generation of operational leaders.

Seeing two of your direct reports promoted to Head of Planning roles in other business units, a direct result of your mentorship and development efforts.

What frustrates people
  • The constant tension between Sales wanting everything yesterday and Manufacturing needing stability for efficiency—you're always in the middle.
  • Dealing with legacy systems that don't talk to each other, forcing manual workarounds and data reconciliation at a strategic level.
  • Getting buy-in from other department heads for significant process changes, especially when it impacts their teams or budgets.
  • The sheer scale of unexpected disruptions: geopolitical events, major supplier failures, or unexpected machine breakdowns that require a complete replan of a business unit's production.
  • Recruiting and retaining top-tier planning talent in a competitive market, especially when you need specific ERP/APS expertise.
What this role does not give you
  • Daily, hands-on scheduling work – your role is strategic, not tactical.
  • A quiet, predictable environment – expect constant challenges and shifting priorities.
  • Complete autonomy without needing to justify decisions – you'll be accountable to the COO and the Board.
  • A role where you can avoid difficult conversations with senior leaders or external partners.

8Who you work with

This role directly impacts the P&L by optimising inventory levels (reducing working capital), improving on-time delivery (boosting customer satisfaction and revenue), and enhancing manufacturing efficiency (lowering production costs). Your strategic decisions will influence capital expenditure for new equipment, labour planning, and our overall ability to compete in the market. Frankly, you're a major player in whether we hit our quarterly and annual financial targets.

Inside the business
  • Chief Operations Officer (COO)
  • VP of Manufacturing
  • Head of Supply Chain
  • Sales & Commercial Directors
  • Finance Director
  • Head of Engineering & Maintenance
Outside the business
  • Key Raw Material Suppliers
  • Logistics & Distribution Partners
  • Strategic Customers (for critical order planning)
  • Technology Vendors (for APS/ERP systems)
  • Industry Regulators (for compliance)

9What you need before you start

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

  • Proven track record of building and leading multi-level teams (managers and individual contributors) in a complex manufacturing or supply chain environment.
  • Demonstrable experience in driving large-scale operational transformation projects, including significant APS/ERP implementations or upgrades.
  • Expert-level understanding and practical application of advanced planning methodologies like Theory of Constraints, Lean Manufacturing, and Finite Capacity Scheduling.
  • A strong history of influencing and presenting to executive leadership and board members, with a clear ability to articulate strategic vision and financial impact.
  • Extensive experience (16+ years) in production planning, scheduling, and inventory management, with at least 5-7 years at a senior leadership level.
  • P&L management experience for a significant operational function or business unit.

10What to practise next

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

Advanced Analytics & Machine Learning for Operations

Traditional statistical methods are often insufficient for the scale and complexity of modern operational data. You'll need to understand how ML algorithms can be applied to predictive maintenance, demand forecasting, capacity optimisation, and quality control, and how to govern their implementation.

Predictive Maintenance Models · Reinforcement Learning for Scheduling · Data Governance for AI · Explainable AI (XAI) in Operations

  • This quarter: Partner with your Data Science team (if you have one) to identify 2-3 high-impact use cases for ML in your planning function.
  • Next 6 months: Lead a project to implement a predictive maintenance model or an ML-enhanced demand forecasting system.
  • Next 12 months: Develop a strategy for integrating ML outputs directly into your APS and ERP systems, ensuring data flow and actionability.
  • Continuous: Stay current on the latest advancements in MLOps (Machine Learning Operations) and how they apply to industrial settings.

Quick win: Challenge your BI team to incorporate more predictive elements into your existing dashboards, moving beyond just 'what happened' to 'what might happen' based on historical data patterns.

Industrial Internet of Things (IIoT) & Edge Computing Integration

The proliferation of sensors and connected devices on the factory floor generates vast amounts of real-time data. Directors need to understand how to harness this data through IIoT and edge computing to enable real-time scheduling adjustments, predictive quality control, and truly agile operations.

Real-time Data Streams · Edge Analytics · Cybersecurity for IIoT · Integration with Planning Systems

  • This quarter: Work with your IT/OT (Operational Technology) teams to audit your current IIoT capabilities and identify gaps.
  • Next 6 months: Sponsor a pilot project to integrate real-time machine performance data (from IIoT sensors) into your scheduling system to enable dynamic capacity adjustments.
  • Next 12 months: Develop a strategic roadmap for expanding IIoT deployment across your manufacturing footprint, focusing on high-impact use cases.
  • Continuous: Engage with industry forums and technology providers to understand best practices and emerging trends in IIoT for manufacturing.

Quick win: Identify one critical bottleneck machine on your factory floor and explore low-cost sensor solutions to gather real-time performance data. Start small, prove the concept, then scale.

11Staying current once you are in

What people here do to keep up
  • Regularly attend executive-level industry conferences and forums focused on Operations, Supply Chain, and Manufacturing technology (e.g., Gartner Supply Chain Symposium, Industry 4.0 summits).
  • Engage in peer networking groups with other Directors/VPs of Operations to share best practices and discuss emerging challenges.
  • Pursue executive education programmes in areas like AI strategy, digital transformation, or advanced leadership from top business schools.
  • Mentor junior talent within the organisation, as teaching often solidifies your own understanding and leadership capabilities.
  • Contribute to industry thought leadership through articles, presentations, or panel discussions.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

AI-Driven Strategic Decision Making

AI is moving beyond just automating tasks; it's now capable of generating sophisticated insights and optimised recommendations for complex strategic problems. Directors who can effectively interpret and challenge AI outputs will have a significant competitive advantage in navigating market volatility and optimising global operations.

  • Prescriptive Analytics
  • Digital Twin for Operations
  • Ethical AI in Operations
  • Human-AI Collaboration

Supply Chain Resilience & Geopolitical Risk Management

Recent global events have highlighted the fragility of complex supply chains. Directors need to be experts not just in efficiency, but in building robust, adaptable, and resilient networks that can withstand significant geopolitical, economic, and environmental shocks. This is a critical strategic imperative.

  • Multi-Sourcing Strategies
  • Regionalisation vs. Globalisation
  • Scenario Planning for Disruptions
  • Supply Chain Visibility & Traceability

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Theory of Constraints (TOC) / Drum-Buffer-Rope (DBR)
  • Lean Manufacturing Principles (Heijunka, Kanban, Value Stream Mapping)
  • Finite Capacity Scheduling (FCS) & Optimisation
  • Supply Chain Network Design & Optimisation
  • Material Requirements Planning (MRP II) & Master Production Scheduling (MPS)

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 Production Scheduling Manager (Multi-Site)

    5-8 years at Manager level

    Skills to master

    • Mastering multi-site operational harmonisation, P&L management for a smaller function, strategic vendor management, and developing a strong bench of managers.

    You're ready to move on when

    • Successfully led a major APS implementation across multiple plants.
    • Consistently exceeded OTD and inventory targets for a complex product portfolio.
    • Developed and promoted at least two direct reports into management positions.
    • Presented strategic operational updates to the C-suite on a regular basis.
  2. 2

    From Head of Supply Chain Planning

    4-7 years at Head of Planning level

    Skills to master

    • Deepening expertise in manufacturing-specific constraints, integrating demand planning with production execution, and leading cross-functional supply chain optimisation initiatives.

    You're ready to move on when

    • Successfully integrated demand and supply planning across an end-to-end supply chain.
    • Drove significant improvements in forecast accuracy and inventory optimisation.
    • Demonstrated strong leadership in managing complex supply chain risks and disruptions.
    • Proven ability to influence across commercial, finance, and manufacturing functions.
  3. 3

    From Senior Director/VP of Manufacturing Operations

    3-6 years at Senior Director level

    Skills to master

    • Gaining deeper specialisation in advanced planning methodologies, optimising the planning-manufacturing interface, and driving efficiency through scheduling excellence.

    You're ready to move on when

    • Managed multiple manufacturing plants with full P&L responsibility.
    • Implemented significant lean manufacturing or continuous improvement programmes.
    • Demonstrated a strong understanding of the strategic importance of planning in driving overall manufacturing performance.
    • Proven ability to lead large, diverse operational teams.

15Where this role leads

The long view: This role can lead to positions such as Chief Operating Officer or VP of Global Supply Chain, overseeing operations or supply chains at a wider scale.

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 Production Planning & Control is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

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

A lesson from Plan and Monitor Production Process in a Signmaking Environment, worked against Director of Production Planning & Control.

Plan and Monitor Production Process in a Signmaking Environment Level 3

Applied to your work in Director of Production Planning & Control

This unit aims to provide learners with the skills and knowledge to plan and monitor the production process in a signmaking environment. Learners will understand how to plan a safe production process, monitor progress against deadlines and quality standards, and address production problems effectively.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Director of Production Planning & Control
  • Theory of Constraints (TOC) / Drum-Buffer-Rope (DBR)
  • Lean Manufacturing Principles (Heijunka, Kanban, Value Stream Mapping)
  • Finite Capacity Scheduling (FCS) & Optimisation
  • Supply Chain Network Design & Optimisation
  • Material Requirements Planning (MRP II) & Master Production Scheduling (MPS)
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 Production Planning & Control is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP of Operations

    3-5 years as Director of Production Planning & Control

    1 level (from L6 to L7)

    • Global supply chain strategy and geopolitical risk assessment.
    • Advanced automation and Industry 4.0 implementation across the enterprise.
    • Strategic capital expenditure planning for multiple business units.
    • Regulatory compliance for complex international operations.

  2. Chief Operations Officer (COO)

    5-8 years as Director/VP of Operations

    1-2 levels (from L6 to L7)

    • Overall business strategy development and execution.
    • Global market expansion and new business model development.
    • Driving innovation across all operational and support functions.
    • Crisis management at a company-wide level.
Working with AI on the job

Working with AI

Where AI is starting to help

At the Director level, your time is incredibly valuable. Imagine if you could spend less time sifting through reports and more time on high-impact strategic decisions. AI isn't just for junior roles; it's a powerful tool for leaders to gain deeper insights, automate tedious oversight, and drive transformation.

For a Director of Production Planning & Control, AI can fundamentally change how you understand, predict, and react to your operational landscape. It's about moving from reactive management to proactive, data-driven leadership, giving you the foresight to make winning strategic calls.

Strategic Scenario Planning & Optimisation

AI models can simulate hundreds of 'what-if' scenarios for your entire production network in minutes. Want to know the impact of a new product launch, a supplier going offline, or a 20% increase in demand across three sites? AI will give you optimised schedules, resource allocations, and financial impacts, highlighting the best and worst-case outcomes. This moves you from gut-feel to data-backed strategic choices.

Predictive Risk Management & Early Warning

Imagine an AI that constantly monitors global events, supplier performance, and internal operational data to predict potential disruptions before they hit. It could alert you: 'High probability of critical component shortage from Supplier X in 3 weeks due to port congestion in Shanghai' or 'Line 5 likely to experience downtime next Tuesday based on maintenance history and current sensor data.' This gives you a massive head start to mitigate risks.

Automated Executive Reporting & Insights

Instead of your team spending days compiling weekly and monthly reports for the COO and Board, AI can generate dynamic, interactive dashboards and summarised reports. It won't just present data; it'll highlight key trends, anomalies, and provide suggested strategic actions. You'll get the critical insights you need faster, allowing you to focus on interpretation and decision-making, not data wrangling.

Supply Chain Network Optimisation

AI can analyse your entire supply chain network—from raw material sourcing to finished goods distribution—to identify optimal inventory placement, production locations, and transportation routes. This isn't just about local factory efficiency; it's about optimising the flow of goods and capital across your global footprint, identifying millions in potential savings and resilience improvements.

Common questions

Common questions

How do you become a Director of Production Planning & Control?

Common routes in include From Production Scheduling Manager (Multi-Site) (5-8 years at Manager level), From Head of Supply Chain Planning (4-7 years at Head of Planning level) and From Senior Director/VP of Manufacturing Operations (3-6 years at Senior Director level). Times vary with prior experience.

Where can a Director of Production Planning & Control progress to?

This role can lead on to VP of Operations (3-5 years as Director of Production Planning & Control) and Chief Operations Officer (COO) (5-8 years as Director/VP of Operations), depending on the skills you build.

What new skills matter most for a Director of Production Planning & Control?

Increasingly, AI-Driven Strategic Decision Making and Supply Chain Resilience & Geopolitical Risk Management. 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 operations

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

A background in complex operational systems, strategic planning and large-scale team leadership carries across manufacturing sectors such as automotive, aerospace, food and beverage, and pharmaceuticals. The principles of optimising production and supply chains transfer even when the products change. Some people move into consulting, advising other companies on operational change.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.