UK

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

Senior Manager, Continuous Improvement

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports10-25 reports
  • Reports toDirector, Operational Excellence
  • UK framework levelUsually someone running a function, or a director

Also advertised as Head of Lean Operations · Operations Excellence Manager · Lean Transformation 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

Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence) Excellence, Achievement & Learning Limited · Level 4 · covers 2 of 10 standards
FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 4 · covers 1 of 10 standards
ETCAL Level 4 NVQ Diploma in Business Improvement Techniques ETC Awards Limited · Level 4 · covers 1 of 10 standards
EAL Level 4 NVQ Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · 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

Lead Organisational Change Level 6 Award in Leading Organisational Change
Leading the application of Six Sigma methodology to a project EAL Level 4 Diploma in Engineering and Advanced Manufacturing (Development Competence)
Lead organisational change to sustain excellence in food operations FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence
Leading the application of Six Sigma metrics to a project ETCAL Level 4 NVQ Diploma in Business Improvement Techniques

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
Sustainability Fluency building care for people and planet into the work
Change Fluency taking people through change
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Your Plan Illustration

Built for Senior Manager, Continuous Improvement

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

  1. Lead Organisational Change Institute of Sales Professionals · covers 1 of 10 standards Level 6
  2. Leading the application of Six Sigma methodology to a project Excellence, Achievement & Learning Limited · covers 2 of 10 standards Level 4
  3. Lead organisational change to sustain excellence in food operations FDQ Limited · covers 1 of 10 standards Level 4
  4. Leading the application of Six Sigma metrics to a project ETC Awards Limited · covers 1 of 10 standards Level 4
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 Senior Manager, Continuous Improvement?

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

  • Digital Transformation Leadership
  • Advanced Data Storytelling & Visualisation for Executives
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 Senior Manager, Continuous Improvement plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

This job means leading continuous improvement across a whole site or a major business function. It involves managing a team of Lean experts and setting the direction for how work gets faster and better. It means acting as the main driver of efficiency, producing results that show up in the figures and make operations run smoother.

4What you'd actually use

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

Celonis / UiPath Process Mining Strategic/Architect

Defining requirements for process mining initiatives, interpreting high-level insights from automated value stream maps to identify strategic improvement areas, and sponsoring the adoption of these tools across your team.

Domo / Tableau Server (Enterprise) Strategic/Architect

Defining the enterprise-wide KPI reporting strategy for Operational Excellence, ensuring dashboards align with Hoshin Kanri objectives, and using these dashboards in executive reviews to track strategic progress.

Workday Adaptive Planning / Anaplan Strategic/Architect

Modelling the financial impact of the entire transformation portfolio, linking operational improvements to P&L forecasts, and integrating these into strategic financial goals.

Confluence / SharePoint (Admin/Design) Advanced

Designing and building the central repository for Standard Work, A3 templates, and best practices for your functional area, managing version control, and ensuring ease of access and adoption for your team and stakeholders.

SAP S/4HANA / Oracle NetSuite (Strategic Partnership) Advanced

Partnering with IT and business system owners to define requirements for new analytics modules or data warehouse integrations that support enterprise-wide transformation initiatives, understanding the strategic implications of ERP data.

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 for CI Initiatives Proposes ideas to supervisor for feedback. Proposes solutions for specific problems, seeks approval from manager. Designs and recommends strategic initiatives for a workstream, consults Director for alignment.
Team Hiring & Performance Management No authority, participates in interviews for peer roles. Provides input on junior hires, no formal authority. Interviews and makes recommendations for L1/L2 hires, mentors junior staff.
Budget Allocation for CI Projects No budget authority, identifies potential cost savings. Manages small project budgets (up to £5K) with approval. Manages project budgets up to £50K, recommends larger investments.
Vendor Selection & Contracts Researches potential tools/vendors. Recommends specific tools/vendors for project use. Evaluates and shortlists vendors, negotiates contracts up to £25K with approval.

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.

EBITDA Impact from CI Portfolio
The total validated financial savings (cost reduction, revenue generation) delivered by your team's continuous improvement projects.
Target · Achieve >£5M in annual EBITDA impact from the OpEx portfolio.

Your team's projects (e.g., inventory optimisation, process automation) generated £1.8M in Q1, putting you on track for £7.2M for the year. This isn't just 'potential' savings; it's money we can prove.

Hoshin Kanri Objective Deployment & Progress
The percentage of strategic breakthrough objectives (cascaded from the Director) that your function has successfully deployed and is actively progressing against.
Target · Achieve >80% deployment and progress on Hoshin Kanri breakthrough objectives within your scope.

Out of 5 key strategic objectives for the year, your team has clearly defined action plans and is showing measurable progress on 4 of them, with the 5th in early stages of 'catchball' with relevant teams.

Process Cycle Efficiency (PCE) Improvement
The percentage increase in Process Cycle Efficiency (value-added time / total lead time) for critical value streams under your remit.
Target · Improve PCE by an average of 5 percentage points across 3+ major value streams annually.

After a major VSM and Kaizen programme, the 'order-to-dispatch' value stream PCE improved from 2% to 7%, meaning we're spending less time waiting and more time actually adding value for the customer.

Lean Maturity Score
The overall maturity of Lean principles and practices within your functional area, as assessed by an independent audit or internal framework.
Target · Increase the Lean Maturity Score by at least 0.5 points (on a 5-point scale) annually for your designated area.

Last year, your site scored 3.0. This year, through sustained 5S, Standard Work, and problem-solving, the score hit 3.6, showing real progress in embedding Lean thinking.

Team Development & Retention
How well you're coaching, mentoring, and developing your team of Lean practitioners, leading to their growth and a low voluntary attrition rate.
  • Your direct reports are regularly promoted or take on more complex roles. They seek your advice on career development. You have a clear succession plan for key roles. Team feedback surveys show high satisfaction with your leadership and development opportunities.
Cultural Shift & Engagement
The extent to which Lean thinking is becoming 'the way we do things around here' within your area, not just a programme driven by your team.
  • Frontline staff are proactively identifying problems and suggesting improvements (e.g., using an Andon cord or suggestion box). Department managers are asking for your team's help, rather than being told to. There's a noticeable shift in language and behaviour towards problem-solving and waste reduction.
Strategic Alignment & Influence
Your ability to ensure your team's efforts are aligned with broader business strategy and to influence senior leaders on the direction of continuous improvement.
  • You're regularly invited to strategic planning meetings. Your proposals for new initiatives are consistently approved and funded. You're seen as a trusted advisor by the Site General Manager and other functional heads. Your team's project portfolio clearly links back to Hoshin Kanri objectives.
Knowledge Management & Best Practice Sharing
How effectively your team captures, documents, and shares Lean best practices and lessons learned across the organisation.
  • Your team maintains a well-organised repository of A3s, Standard Work, and VSMs. Other sites or functions are actively requesting to learn from your team's successes. You regularly present case studies at internal forums or contribute to company-wide newsletters.

7Would you like it

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

What people enjoy
Building and Developing a High-Performing Team

You spend a good chunk of your week coaching your direct reports, helping them unstick tricky projects, and figuring out their career development plans. You get a real buzz from seeing your team members grow into more capable Lean leaders.

One of your Lean Practitioners successfully led their first cross-functional Kaizen event, and you were there supporting them every step of the way, celebrating their win.

Driving Large-Scale, Tangible Business Impact

You're energised by seeing the numbers change – whether it's a £2M cost reduction, a 30% improvement in lead time, or a significant boost in operational efficiency. You love connecting the dots between your team's work and the company's P&L.

Presenting the quarterly OpEx impact report to senior leadership, showing clear, validated financial savings that your team delivered.

Shaping Organisational Strategy and Culture

You enjoy influencing the 'how' and 'why' of operations. You're actively involved in strategic planning, making sure continuous improvement is baked into our long-term goals, and you're passionate about embedding a Lean mindset across the organisation.

Working with the Director of Operational Excellence to refine the annual Hoshin Kanri objectives, ensuring they're ambitious but achievable, and then helping cascade them to your team.

What frustrates people
  • Dealing with 'data archaeology' – spending 60% of your time trying to find reliable baseline data from disparate systems, or worse, conflicting spreadsheets.
  • Leadership wanting to implement a specific Lean 'tool' (like Kanban boards) without truly embracing the underlying philosophy, leading to superficial changes that don't stick.
  • The constant challenge of driving significant change across departments where you have no formal line authority, relying purely on influence and persuasion.
  • Managing the expectations of senior leaders who want instant, massive results, while knowing that true cultural transformation takes time and sustained effort.
What this role does not give you
  • A quiet, predictable routine with minimal stakeholder interaction.
  • A role where you're solely focused on individual technical tasks without team leadership.
  • A 'set it and forget it' environment where changes are easily implemented and sustained without follow-up.
  • A place where everyone immediately embraces new ideas without question or resistance.

8Who you work with

This role directly shapes the operational efficiency, cost structure, and continuous improvement culture of a major business unit or site. Your team's work will directly influence P&L performance, customer satisfaction through improved delivery, and employee engagement by reducing frustrating waste. You're essentially responsible for ensuring that a significant part of our operations is always getting better, making us more competitive and sustainable.

Inside the business
  • Director, Operational Excellence
  • Site General Managers
  • Heads of Production/Warehouse/Logistics
  • Finance Business Partners
  • HR Business Partners
  • IT Leadership
Outside the business
  • Key suppliers and vendors (for supply chain optimisation)
  • External Lean consultants or training providers
  • Industry bodies and peer networks

9What you need before you start

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

  • Proven experience at a Senior Lean Practitioner or Lead Lean Transformation Manager level (L3/L4), having successfully led multiple complex, cross-functional Lean projects end-to-end.
  • Demonstrated ability to mentor and coach junior Lean practitioners, with a track record of developing talent.
  • Deep, practical experience in designing and deploying Lean methodologies (e.g., VSM, Hoshin Kanri, Kaizen) at scale, not just participating.
  • Strong financial acumen, with a clear understanding of how operational improvements translate into P&L impact and experience in validating savings.
  • Experience managing significant budgets and making resource allocation decisions within a continuous improvement context.

10What to practise next

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

AI/ML Application in Operations

AI and Machine Learning are moving beyond hype to practical applications in forecasting, quality control, predictive maintenance, and supply chain optimisation. You need to understand how to strategically deploy these to drive Lean outcomes and gain a competitive edge.

Predictive Analytics for Demand/Maintenance · Computer Vision for Quality Control · Reinforcement Learning in Process Optimisation · Ethical AI & Bias Detection

  • This quarter: Read a foundational book or take an introductory course on AI/ML for business leaders.
  • Next 6 months: Identify one operational problem where AI/ML could offer a breakthrough solution and work with IT/data science to scope a pilot.
  • Next 12 months: Oversee the successful implementation and validation of an AI-powered operational improvement.
  • Ongoing: Stay updated on industry trends and case studies of AI in operations, sharing relevant insights with your team.

Quick win: Challenge your team to identify one area where a simple AI tool (like an LLM for report summarisation) could save them significant time in their current projects.

Advanced Process Automation (RPA & Intelligent Automation)

RPA and intelligent automation are transforming administrative and repetitive operational tasks. You need to lead the identification of automation opportunities, understand the technical feasibility, and manage the deployment of these solutions to free up human capacity.

RPA vs. Intelligent Automation · Automation Opportunity Assessment · Bot Management & Governance · Human-in-the-Loop Automation

  • This month: Research leading RPA platforms (e.g., UiPath, Automation Anywhere) and their capabilities.
  • Next 3 months: Work with your team to conduct an 'automation potential' assessment for a key operational value stream.
  • Next 6 months: Sponsor and oversee the implementation of 1-2 RPA bots for repetitive tasks within your function.
  • Ongoing: Build a strong relationship with our internal IT/Automation Centre of Excellence.

Quick win: Identify one highly repetitive, rule-based administrative task that your team or an operational team performs weekly and explore if a simple RPA solution could handle it.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and workshops on Lean, Operational Excellence, and Digital Transformation.
  • Active participation in professional Lean/OpEx networks or forums, sharing best practices and learning from peers.
  • Undertaking leadership development programmes focused on coaching, influence, and strategic thinking.
  • Staying current with academic research and publications in the fields of operations management and continuous improvement.

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.

Digital Transformation Leadership

Operations is becoming increasingly digitised. Simply optimising manual processes isn't enough; you need to lead the integration of digital tools (IoT, automation, AI) into Lean initiatives. If we don't, our competitors will outpace us.

  • Industry 4.0 & Smart Factories
  • Operational Technology (OT) Integration
  • Agile Methodologies for Digital Projects
  • Cybersecurity in OT Environments

Advanced Data Storytelling & Visualisation for Executives

You're already using data, but the sheer volume and complexity are growing. You need to not just present data, but craft compelling narratives that resonate with time-poor executives, leading to faster, more confident strategic decisions. A pretty dashboard isn't enough; it needs to tell a clear story.

  • Narrative Structure for Data Presentation
  • Cognitive Load Reduction in Visualisation
  • Audience-Centric Data Communication
  • Interactive Dashboard Design Principles

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Value Stream Mapping (VSM) & Design
  • Hoshin Kanri (Policy Deployment)
  • Kaizen Event Facilitation & Programme Management
  • Statistical Process Control (SPC) & Six Sigma Principles
  • Lean Management System Design & Implementation

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 Practitioner (L3/L4) to Manager

    3-5 years at the Senior/Lead level

    Skills to master

    • Moving from leading individual projects to managing a portfolio, developing strong team leadership and coaching skills, mastering strategic planning and deployment (Hoshin Kanri), and demonstrating P&L impact.

    You're ready to move on when

    • Successfully led multiple complex, cross-functional Kaizen events with sustained results.
    • Consistently mentored junior practitioners who have shown significant growth.
    • Demonstrated ability to influence senior stakeholders and gain buy-in for initiatives.
    • Proven track record of delivering validated financial savings from improvement projects.
  2. 2

    Operations Manager to Lean Transformation Manager

    5-8 years in an Operations Management role

    Skills to master

    • Formal Lean Six Sigma certification (Master Black Belt), deep dive into Lean methodologies (VSM, Hoshin Kanri), developing change management expertise, and shifting from managing day-to-day operations to driving strategic transformation.

    You're ready to move on when

    • Successfully managed an operational team with strong performance metrics.
    • Implemented significant process improvements within their own operational area.
    • Demonstrated a natural 'process mindset' and a desire to drive systemic change.
    • Completed Lean Six Sigma Master Black Belt certification.
  3. 3

    Management Consultant (Operations Focus) to Lean Transformation Manager

    2-4 years as a Senior Consultant

    Skills to master

    • Transitioning from advisory to direct leadership, building and developing an internal team, navigating internal politics and culture, and embedding sustainable change rather than just delivering projects.

    You're ready to move on when

    • Led multiple operational improvement projects for clients, delivering measurable results.
    • Strong client relationship management and influencing skills.
    • Experience in coaching and guiding client teams through change.
    • A genuine desire to build and lead an internal team for long-term impact.

15Where this role leads

The long view: This work can lead towards running whole business units, moving into senior executive roles, or staying on as a specialist in continuous improvement.

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 Senior Manager, Continuous Improvement is actually changing.

Where it leads

Roles this leads to

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

  • Head of Supply Chain / General Manager (Operations)

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 Lead Organisational Change, worked against Senior Manager, Continuous Improvement.

Lead Organisational Change Level 6

Applied to your work in Senior Manager, Continuous Improvement

This unit aims to provide learners with a comprehensive understanding of organisational change, including various models and influencing factors. Learners will be able to effectively communicate a change vision to stakeholders and lead the change process, managing resistance to ensure successful implementation.

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.

Start my Senior Manager, Continuous Improvement plan, free
See Your Progress Grow Illustration
Senior Manager, Continuous Improvement
  • Value Stream Mapping (VSM) & Design
  • Hoshin Kanri (Policy Deployment)
  • Kaizen Event Facilitation & Programme Management
  • Statistical Process Control (SPC) & Six Sigma Principles
  • Lean Management System Design & Implementation
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

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

  1. Director, Operational Excellence (L6)

    3-5 years in the Senior Manager role

    This is a natural next step, moving from managing a function/site's CI strategy to owning the entire OpEx system for a multi-site region or division, reporting to a VP or COO.

    • Designing and implementing company-wide OpEx governance frameworks.
    • Leading M&A due diligence and integration for operational synergies.
    • Developing and managing multi-year transformation roadmaps.
    • Driving significant P&L impact across multiple business units (typically £2M-£10M+).

  2. Head of Supply Chain / General Manager (Operations)

    4-6 years in the Senior Manager role

    This pathway moves you out of a pure CI role into a broader operational leadership position, leveraging your Lean expertise to run an entire operational function or business unit.

    • Supply chain network design and optimisation.
    • Advanced demand planning and inventory management.
    • Manufacturing strategy and technology investment.
    • Regulatory compliance for overall operational activities.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, as a Senior Manager, your time is precious. You're balancing strategic planning, team leadership, and driving big initiatives. The good news? AI isn't here to replace your strategic brain; it's here to free up your team's time (and yours!) from the grunt work, letting you focus on what truly matters: people and impactful change. Imagine your team spending less time on data archaeology and more time at the Gemba, solving real problems.

In Operations, AI is becoming a game-changer for Lean. It can help your team uncover insights faster, automate tedious documentation, and even predict potential issues before they become major headaches. For you, this means a more efficient team, better data for your strategic decisions, and more time to coach, mentor, and influence. We're not just talking about theory; we're talking about practical applications that deliver immediate value.

Automated Process Discovery

Your team can use AI-powered process mining tools (like Celonis) to automatically map complex value streams from ERP logs. This means less time spent manually observing and interviewing, and more time analysing data-driven maps that highlight bottlenecks and waste your team might have missed. You'll review the AI's output, challenging assumptions and guiding your team to focus on the biggest opportunities.

Predictive Root Cause Analysis

Instead of relying solely on '5 Whys', your team can feed operational data into machine learning models. The AI can then spot non-obvious correlations between variables that lead to defects or downtime. For you, this means your team can get to the root cause faster, design more effective countermeasures, and move from reactive problem-solving to proactive prevention. You'll interpret these insights and guide the strategic response.

Best Practice Synthesis & Strategy

Imagine needing to quickly understand global best practices for 'Lean in highly regulated environments'. Your team can use an LLM to rapidly research and synthesise this information, providing you with a concise summary and actionable insights in minutes, not days. You'll use this to inform your strategic planning, develop new programmes, and ensure your team is always working with the latest knowledge.

AI-Assisted Standard Work Generation

Creating and updating Standard Work instructions can be a huge time sink for your team. AI tools can now generate initial drafts from videos or bullet points, handling the formatting and basic structure. This frees up your practitioners to focus on the critical 'Gemba' validation and refinement with operators, rather than the tedious writing. You'll oversee the quality and consistency of these AI-assisted documents.

Common questions

Common questions

How do you become a Senior Manager, Continuous Improvement?

Common routes in include Senior Lean Practitioner (L3/L4) to Manager (3-5 years at the Senior/Lead level), Operations Manager to Lean Transformation Manager (5-8 years in an Operations Management role) and Management Consultant (Operations Focus) to Lean Transformation Manager (2-4 years as a Senior Consultant). Times vary with prior experience.

Where can a Senior Manager, Continuous Improvement progress to?

This role can lead on to Director, Operational Excellence (3-5 years in the Senior Manager role) and Head of Supply Chain / General Manager (Operations) (4-6 years in the Senior Manager role), depending on the skills you build.

What new skills matter most for a Senior Manager, Continuous Improvement?

Increasingly, Digital Transformation Leadership and Advanced Data Storytelling & Visualisation for Executives. 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 6

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

The skills built here, such as strategic problem-solving, leading change, process design and using data to make decisions, transfer to other sectors. Healthcare, financial services and technology all need people who can apply Lean thinking to operational problems. The ability to drive efficiency and change culture carries across 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 Senior Manager, Continuous Improvement 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.