UK

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

Head of Food Operations Manager

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

Also advertised as Senior Plant Manager · Regional Operations Lead · Supply Chain Operations Manager

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

FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 4 · covers 1 of 10 standards
FDQ Level 2 Certificate for Proficiency in Food Industry Skills FDQ Limited · Level 2 · covers 2 of 10 standards
FDQ Level 2 Award for Proficiency in Food Industry Skills FDQ Limited · Level 2 · covers 2 of 10 standards
FDQ Level 2 Diploma for Proficiency in Food Industry Skills FDQ Limited · Level 2 · covers 1 of 10 standards
FDQ Level 2 Certificate For Proficiency in Fresh Produce Industry Skills FDQ Limited · Level 2 · covers 1 of 10 standards
FDQ Level 2 Diploma for Proficiency in Brewing Industry Skills FDQ Limited · Level 2 · 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 to sustain excellence in food operations FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence
Understand how to operate central control systems in food manufacture FDQ Level 2 Certificate for Proficiency in Food Industry Skills
Operate central control systems in food manufacture FDQ Level 2 Award for Proficiency in Food Industry Skills

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
Automation Fluency building AI into how work runs
Trust Fluency keeping the digital world safe
Your Plan Illustration

Built for Head of Food Operations Manager

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

  1. Lead organisational change to sustain excellence in food operations FDQ Limited · covers 1 of 10 standards Level 4
  2. Understand how to operate central control systems in food manufacture FDQ Limited · covers 2 of 10 standards Level 2
  3. Operate central control systems in food manufacture FDQ Limited · covers 2 of 10 standards Level 2
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 Head of Food Operations 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

  • Ethical AI Leadership & Governance
  • Supply Chain Resilience & Agility
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 Head of Food Operations Manager plan as you set up, starting with the free Automation Fluency module. 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 Head of Food Operations Manager oversees food production sites, making sure output is safe, efficient and profitable.

4What you'd actually use

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

SAP S/4HANA (PP, MM, EWM modules) Strategic

You'll understand how these modules integrate and impact overall operations. You'll be involved in decisions for system upgrades, new module implementation, and defining master data governance policies that affect your entire function. You're not just using it; you're shaping how we use it.

MasterControl / Veeva QualityOne Architect

You'll define the overall quality data strategy for your operations. This means selecting and approving QMS platforms, ensuring they meet our compliance needs, and presenting quality dashboards from the system to the executive team. You're setting the standards for how we manage quality documentation.

Anaplan / Kinaxis RapidResponse Strategic

You'll own the S&OP process within these tools, approving the consensus forecast and making final decisions on capacity and supply planning based on the model outputs. You're the one making the big calls that balance demand and supply.

Power BI / Tableau Strategic

You'll define the key operational KPIs for your entire organisation. You'll commission new executive-level dashboards and use the insights from these tools for strategic planning and board reporting. You're translating data into actionable business strategy.

FoodLogiQ / TraceGains Architect

You'll lead the selection and enterprise-wide implementation of traceability systems. This involves setting the corporate policy for supplier compliance and data sharing, ensuring we can track every ingredient from farm to fork, which is critical for food safety and recalls.

MS Teams / Slack Strategic

You'll use these platforms to communicate strategy to your managers, lead cross-functional initiatives, and manage critical communication during a crisis. You're setting the tone and ensuring clear, efficient information flow across your function.

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
Production Schedule Changes Escalate all changes to supervisor for approval. Make minor adjustments within a shift; escalate major changes (e.g., affecting other lines) to Production Manager. Approve changes within a specific production line or shift, consult with other shift leads for cross-line impact.
Capital Expenditure (CapEx) Identify needs, propose to supervisor. Propose small equipment purchases (up to £1K) to manager. Recommend CapEx up to £5K; prepare justifications for larger requests.
Product Quality Release/Hold Follow clear SOPs; escalate any out-of-spec product to QA/Supervisor. Follow SOPs, initiate non-conformance reports; escalate borderline cases to QA/Manager. Make decisions on minor non-conformances within defined parameters; consult QA on significant issues.
Hiring & Team Structure No hiring authority. Participate in interviews for junior roles. Interview and recommend candidates for individual contributor roles; mentor new hires.

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.

COGS as a % of Revenue
This measures how efficiently we're producing our food products, looking at raw material, labour, and overhead costs against our sales.
Target · Drive year-over-year reduction of 1-3% across your managed operations.

If last year's COGS was 65% of revenue, you'd aim for 62-64% this year by optimising processes and reducing waste.

Inventory Turns
How many times our inventory is sold and replaced over a period. Higher turns usually mean less waste and better cash flow, which is crucial for perishable goods.
Target · Increase from 8 to 10+ turns annually for finished goods and key raw materials.

If we currently turn over our chocolate stock 8 times a year, you'd be looking to get that to 10 or more by refining demand planning and production schedules.

Network Optimisation Savings
Cost savings achieved through strategic decisions about our production and distribution network, like consolidating sites or optimising transport routes.
Target · Deliver >£1M in annual savings through identified and implemented projects.

Identifying and implementing a new logistics partner that saves £1.2M a year on distribution costs, or consolidating two smaller production lines into one more efficient one.

New Product Introduction (NPI) Success Rate
Ensuring new products move from R&D to full-scale production smoothly, on time, and within budget, without disrupting existing operations.
Target · 100% of new product launches on-time, on-budget, and meeting initial quality and yield targets.

Launching three new ready-meal lines in Q2, all hitting their planned production dates, staying within the allocated budget for setup, and achieving target yields within the first month.

Food Safety & Quality Incident Rate
The number of critical food safety or quality non-conformances, including recalls, withdrawals, or major audit findings.
Target · Zero critical incidents and a year-over-year reduction of 10% in minor non-conformances.

No product recalls or withdrawals under your watch, and reducing the number of internal quality holds by 15% compared to the previous year.

Leadership & Team Development
How well you're building, mentoring, and retaining your team, especially your direct reports who are also managers.
  • Your team managers consistently meet their own KPIs. You'll see low voluntary turnover within your direct reports' teams, and positive feedback in 360-degree reviews about your coaching and support. People will be actively seeking opportunities to work in your organisation.
Strategic Influence & Collaboration
Your ability to get other departments on board with your operational plans and influence broader company strategy.
  • You're regularly invited to cross-functional leadership meetings, and your input is actively sought on major business decisions (e.g., new market entry, significant CapEx). Sales and Finance consistently agree with your production capacity plans without major arguments.
Operational Resilience
How effectively your operations can absorb shocks—like supplier issues, equipment breakdowns, or unexpected demand spikes—without major disruption.
  • When a major incident occurs, your team responds calmly and effectively, with clear communication and minimal impact on delivery or quality. You'll have well-practised contingency plans that actually work when tested.
Innovation & Continuous Improvement Culture
Fostering an environment where your teams are always looking for better ways to do things, not just sticking to the status quo.
  • You'll see a steady stream of improvement suggestions coming from the floor, with a clear process for evaluating and implementing them. Your teams will be actively engaging in Lean initiatives and problem-solving workshops, leading to measurable gains.

7Would you like it

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

What people enjoy
Solving Complex Operational Puzzles

You love digging into why a production line isn't hitting its OEE targets, or figuring out how to reduce waste by 2%. You enjoy optimising entire supply chains, balancing costs, quality, and speed.

Spending a Tuesday morning with the production and maintenance managers, mapping out a new preventative maintenance schedule to reduce unplanned downtime by 15%.

Building and Developing High-Performing Teams

You get a real buzz from seeing your managers grow, taking on more responsibility, and leading their own teams effectively. You enjoy coaching, mentoring, and creating development plans.

Mentoring a new Production Manager through their first big project, helping them navigate political challenges and celebrate their success.

Driving Tangible Business Impact

You're motivated by seeing your strategic decisions directly impact the P&L, whether it's reducing COGS, improving inventory turns, or successfully launching a new product that flies off the shelves.

Presenting quarterly results to the leadership team, showing how your initiatives have directly contributed to a 2% improvement in gross margin.

What frustrates people
  • The constant tension between Sales wanting maximum flexibility and Operations needing efficiency and standardisation. You'll often feel like you're stuck in the middle.
  • Dealing with legacy equipment or systems that constantly break down, even though you've put in CapEx requests for upgrades that are stuck in budget limbo.
  • The sheer volume of regulatory paperwork and audits. It's essential, but it can feel like it takes away from 'real' work.
  • Managing a diverse workforce, some of whom are temporary or have high turnover, and trying to ensure consistent adherence to GMPs and food safety protocols.
  • The 'urgent' request from R&D to run a trial on your busiest production line, disrupting your carefully planned schedule for a product that might not even launch.
What this role does not give you
  • A quiet, predictable desk job with minimal human interaction.
  • Complete autonomy without needing to justify decisions or collaborate extensively.
  • A role where you can avoid difficult conversations about performance or resource allocation.
  • A place where 'good enough' is acceptable; we're always striving for better.

8Who you work with

This role directly impacts our profitability, brand reputation, and ability to grow. You're responsible for a significant chunk of our operational spend and revenue generation. Get it right, and we hit our financial targets, delight customers, and keep our regulatory clean sheet. Get it wrong, and we face serious financial losses, brand damage, and potential regulatory fines. It's a high-stakes, high-reward position.

Inside the business
  • Director of Food Operations (your boss, obviously)
  • Sales Leadership (they need to know what we can actually produce)
  • Finance Leadership (they care about the P&L and COGS)
  • Product Development (they need to understand production realities for new launches)
  • Quality Assurance Director (your partner in crime for food safety)
  • HR Business Partner (for all things people-related, especially labour planning)
Outside the business
  • Key Suppliers (for critical raw materials and packaging)
  • Logistics Partners (making sure our products get where they need to go)
  • Regulatory Bodies (like the FSA, for audits and compliance)
  • GFSI Auditors (BRCGS, SQF, etc. – they'll be on site)
  • Major Retail Clients (they'll want to know about supply and quality)

9What you need before you start

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

  • Proven experience (at least 5 years) managing multiple production lines or a significant operational function within a food manufacturing environment.
  • Demonstrable experience leading and developing teams of managers, not just individual contributors.
  • A track record of driving significant cost savings and efficiency improvements through Lean/Six Sigma methodologies.
  • Extensive practical experience with GFSI standards (BRCGS, SQF) and successfully navigating external audits.
  • Strong financial acumen, including experience managing budgets and P&L for an operational unit.
  • The ability to make tough, data-driven decisions quickly and confidently in high-pressure situations.

10What to practise next

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

Advanced Predictive Analytics for Operations

Moving beyond descriptive reporting, we need to anticipate future operational challenges and opportunities. This means using statistical models and machine learning to predict equipment failures, demand fluctuations, and quality deviations before they happen, enabling proactive intervention.

Time series forecasting models · Regression analysis for process optimisation · Anomaly detection · Machine learning model interpretation

  • This month: Explore advanced features in Power BI/Tableau for predictive modelling, if available.
  • Next quarter: Take an online course on predictive analytics or machine learning fundamentals (e.g., Coursera, edX).
  • Within 6 months: Work with our data science team (if we have one) to implement a small predictive model for a specific operational challenge.
  • Within 12 months: Champion the adoption of a new predictive analytics tool or capability within your function.

Quick win: Start by identifying one recurring operational problem that you suspect has predictable patterns (e.g., a specific line breaking down every X weeks). Then, try to manually track and visualise those patterns to build your intuition for prediction.

IoT Integration & Data Orchestration

Our factories are becoming smarter, with more sensors generating vast amounts of real-time data. The challenge isn't just collecting this data, but integrating it from disparate sources (machines, QMS, ERP) and orchestrating it to create a unified, actionable view of operations. This is key for true 'smart factory' capabilities.

Industrial IoT (IIoT) architectures · Data lakes and data warehouses · API integration for system connectivity · Real-time data streaming and processing

  • This month: Map out the current data flow from one of your key production lines—where does the data come from, where does it go, and what are the gaps?
  • Next quarter: Research different IIoT platforms and data integration solutions relevant to food manufacturing.
  • Within 6 months: Work with IT to identify one small pilot project for IoT data integration (e.g., connecting a critical sensor directly to Power BI).
  • Within 12 months: Develop a roadmap for improving data orchestration across your operational footprint, focusing on key pain points.

Quick win: Identify one piece of operational data that you currently collect manually but could easily be automated with a simple sensor. Investigate the cost and feasibility of that one integration. Small steps lead to big changes.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and trade shows (e.g., Foodex, PPMA Show) to stay abreast of new technologies, trends, and best practices in food manufacturing.
  • Participating in executive leadership programmes or workshops focused on strategic operations, change management, or P&L leadership.
  • Engaging with industry associations (e.g., Food and Drink Federation, Institute of Food Science & Technology) to network and contribute to sector development.
  • Mentoring junior talent within the organisation, which not only develops others but also sharpens your own leadership and coaching skills.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

Ethical AI Leadership & Governance

As AI becomes more integrated into operational decision-making (e.g., predictive quality, automated scheduling), understanding its ethical implications, bias, and ensuring responsible deployment becomes critical. Regulators are starting to pay attention, and our brand reputation depends on it.

  • AI explainability (XAI)
  • Bias detection and mitigation
  • Data privacy and security
  • Human-in-the-loop systems

Supply Chain Resilience & Agility

Global events like pandemics, geopolitical shifts, and climate change are making supply chains incredibly fragile. We need leaders who can design and manage operations that can quickly adapt to disruptions, minimise impact, and recover faster than competitors.

  • Risk mapping and vulnerability assessment
  • Multi-sourcing and diversification strategies
  • Scenario planning and stress testing
  • Digital twin technology for supply chains

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • HACCP & Food Safety Modernization Act (FSMA)
  • Lean Manufacturing / Six Sigma
  • Sales & Operations Planning (S&OP)
  • Cold Chain Logistics
  • GFSI Standards Implementation (BRCGS, SQF)
  • COGS & Yield Optimisation

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

    Plant Manager (Single Large Site)

    5-8 years as a Plant Manager before moving to a multi-site or broader functional role.

    Skills to master

    • Full P&L ownership for a single site, managing all aspects of production, quality, and site logistics. Strong team leadership for a large, diverse workforce. Deep understanding of a specific product category.

    You're ready to move on when

    • Consistently exceeding OEE and yield targets at your plant.
    • Successful navigation of multiple external audits with zero critical findings.
    • Development and promotion of at least 2-3 direct reports into more senior roles.
    • Demonstrable experience leading significant CapEx projects from conception to completion.
  2. 2

    Head of Quality Assurance (Multi-Site)

    6-10 years in multi-site QA leadership, then transitioning to broader operations.

    Skills to master

    • Expertise in all food safety standards and regulatory compliance. Experience leading large QA teams and managing quality systems across multiple locations. Strong risk assessment and mitigation skills.

    You're ready to move on when

    • Leading a successful GFSI re-certification across multiple sites.
    • Implementing a new, company-wide quality management system.
    • Demonstrating strong influence with production teams to embed a quality-first culture.
    • Successfully managing a significant product recall or withdrawal.
  3. 3

    Head of Supply Chain / Logistics (Food Sector)

    7-12 years in supply chain leadership, focusing on perishable goods.

    Skills to master

    • Mastery of cold chain logistics, inventory management, and demand planning. Experience with complex distribution networks and third-party logistics (3PL) providers. Strong S&OP process leadership.

    You're ready to move on when

    • Achieving significant reductions in logistics costs while maintaining service levels.
    • Successfully optimising inventory turns and reducing waste in the supply chain.
    • Leading the implementation of a new WMS or TMS across the network.
    • Demonstrating strong collaboration with production to balance supply and demand.

15Where this role leads

The long view: This work can lead to broader operations leadership, such as VP of Operations or Chief Operating Officer.

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 Head of Food Operations Manager 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 Lead organisational change to sustain excellence in food operations, worked against Head of Food Operations Manager.

Lead organisational change to sustain excellence in food operations Level 4

Applied to your work in Head of Food Operations Manager

1. To enable the learner to define and articulate clear, measurable, achievable, relevant, and time-bound (SMART) change objectives for organisational improvements in food operations. 2. To enable the learner to identify and assess the key drivers and barriers to organisational change within a food manufacturing technology context. 3. To enable the learner to apply change management methodologies to steer organisational change effectively towards sustained excellence in food operations.

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
Head of Food Operations Manager
  • HACCP & Food Safety Modernization Act (FSMA)
  • Lean Manufacturing / Six Sigma
  • Sales & Operations Planning (S&OP)
  • Cold Chain Logistics
  • GFSI Standards Implementation (BRCGS, SQF)
  • COGS & Yield Optimisation
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

Head of Food Operations Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Food Operations

    3-5 years in this Head of Food Operations Manager role.

    Level 6 (Director/VP)

    • Network Optimisation & Footprint Strategy Making decisions about where to locate new plants, consolidate existing ones, or expand capacity across the entire business unit.
    • Advanced Capital Planning Overseeing multi-year CapEx programmes across the entire operations function, often in the tens of millions of pounds.
    • Global Supply Chain Design Designing and managing supply chains that span multiple countries and continents.
    • Technology Roadmap Development Defining the long-term technology strategy for operations (e.g., automation, AI, IoT).
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, managing food operations at this level is demanding. You're juggling P&L, people, and perishable goods, often reacting to issues rather than proactively planning. What if you could reclaim a significant chunk of your week, not by working less, but by working smarter?

Our AI Productivity Hub is designed specifically for operations leaders like you. It's not about replacing your judgment; it's about giving you superpowers. Imagine AI handling the grunt work, sifting through data, and flagging risks before they become problems. That's more time for strategic thinking, team development, and actually walking the Gemba.

Production Schedule Optimisation

Fed up with manual scheduling that never quite works? AI can analyse demand forecasts, material availability, maintenance schedules, and labour constraints to generate the most efficient production plan. It minimises changeover times, maximises throughput, and even suggests contingency plans for unexpected disruptions. Think of it as having a super-planner on your team, freeing up hours you'd normally spend wrestling with spreadsheets.

Predictive Quality Analysis

Stop reacting to quality issues after a batch is ruined. AI can analyse real-time sensor data (temperature, pressure, viscosity, pH) from the production line to predict quality deviations before they occur. This means proactive adjustments, preventing costly waste, and ensuring consistent product quality. You'll spend less time on root cause analysis and more time optimising processes.

Supplier Risk Assessment

Managing a complex supply chain means constant risk. AI can scan news feeds, financial reports, weather patterns, and shipping data to flag potential risks with raw material suppliers (e.g., geopolitical instability, extreme weather events, financial distress) long before they impact your supply chain. You'll get early warnings, allowing you to proactively secure alternative supplies and avoid costly disruptions.

Automated Compliance Reporting

The sheer volume of documentation and reporting for food safety audits (BRCGS, SQF, FSA) is a huge time sink. AI can automatically pull relevant data from your QMS, ERP, and production logs to populate recurring compliance reports. This ensures you're 'audit-ready' at all times, reduces manual errors, and frees up your and your team's time from tedious data collation.

Common questions

Common questions

How do you become a Head of Food Operations Manager?

Common routes in include Plant Manager (Single Large Site) (5-8 years as a Plant Manager before moving to a multi-site or broader functional role.), Head of Quality Assurance (Multi-Site) (6-10 years in multi-site QA leadership, then transitioning to broader operations.) and Head of Supply Chain / Logistics (Food Sector) (7-12 years in supply chain leadership, focusing on perishable goods.). Times vary with prior experience.

Where can a Head of Food Operations Manager progress to?

This role can lead on to Director of Food Operations (3-5 years in this Head of Food Operations Manager role.), depending on the skills you build.

What new skills matter most for a Head of Food Operations Manager?

Increasingly, Ethical AI Leadership & Governance and Supply Chain Resilience & Agility. 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 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 involved carry across industries. Managing perishable goods and strict quality standards transfers well. So does running complex production lines. Other manufacturing sectors, such as pharmaceuticals or consumer goods, value the same operational control and regulatory compliance.

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.