UK

United Kingdom · Operations · Senior (5-8 years)

General Manager (GM)

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 bandSenior (5-8 years)
  • Reports toArea / Multi-Unit Manager
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Restaurant Manager · Unit Manager · F&B Manager (Single Unit)

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

iCQ Level 4 Diploma in Hospitality Management iCan Qualifications Limited · Level 4 · covers 4 of 10 standards
CTH Level 3 Extended Certificate in Professional Cookery Confederation of Tourism and Hospitality · Level 3 · covers 2 of 10 standards
City & Guilds Level 3 Diploma In Advanced Professional Cookery (Kitchen and Larder) City and Guilds of London Institute · Level 3 · covers 1 of 10 standards
City & Guilds Level 3 NVQ Diploma in Hospitality Supervision and Leadership City & Guilds Limited · Level 3 · covers 1 of 10 standards
CTH Level 3 Diploma in Professional Cookery Confederation of Tourism and Hospitality · Level 3 · covers 1 of 10 standards
CTH Level 3 Diploma in Professional Cookery - Confectionery & Patisserie Confederation of Tourism and Hospitality · 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

Manage a team to prepare, cook and present food iCQ Level 4 Diploma in Hospitality Management
Menu Planning CTH Level 3 Extended Certificate in Professional Cookery
Advanced Professional Cookery (Kitchen & Larder) City & Guilds Level 3 Diploma In Advanced Professional Cookery (Kitchen and Larder)
Contribute to the Development of Recipes and Menus City & Guilds Level 3 NVQ Diploma in Hospitality Supervision and Leadership
Food safety practices in the preparation, service and storage of food CTH Level 3 Diploma in Professional Cookery

The future skills this job leans on

Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for General Manager (GM)

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

  1. Manage a team to prepare, cook and present food iCan Qualifications Limited · covers 4 of 10 standards Level 4
  2. Menu Planning Confederation of Tourism and Hospitality · covers 2 of 10 standards Level 3
  3. Advanced Professional Cookery (Kitchen & Larder) City and Guilds of London Institute · covers 1 of 10 standards Level 3
  4. Contribute to the Development of Recipes and Menus City & Guilds Limited · covers 1 of 10 standards Level 3
  5. Food safety practices in the preparation, service and storage of food Confederation of Tourism and Hospitality · 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 General Manager (GM)?

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

  • Advanced Data Interpretation & Storytelling
  • Sustainability & Ethical Sourcing Leadership
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 General Manager (GM) plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

A General Manager runs an F&B unit, overseeing food, service and finances as the main point of contact for everything that happens there.

4What you'd actually use

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

Toast / Lightspeed Restaurant / Oracle MICROS Simphony (POS) Advanced

Configuring new menu items/modifiers, building custom reports, troubleshooting hardware issues, training staff on advanced functions, and ensuring smooth transaction processing.

MarketMan / xtraCHEF / Restaurant365 (Inventory & Costing) Expert

Auditing inventory data for discrepancies, analysing theoretical vs. actual food cost reports, building recipe costing cards, managing vendor catalogues, and placing orders.

7shifts / HotSchedules / Deputy (Labor & Scheduling) Advanced

Building sales forecast-based scheduling templates, analysing labour productivity (sales per labour hour), ensuring compliance with local labour laws, and managing time-off/shift swaps.

Power BI / Tableau / Looker (Data Analytics & BI) Intermediate

Creating new reports from existing data sources (POS, Labour, Inventory), using filters and slicers to investigate performance anomalies (e.g., why were sales down last Tuesday?), and presenting data-driven insights to your team.

MS Teams / Slack / Asana (Collaboration) Advanced

Creating new channels/projects for unit initiatives, organising workflows with your management team, integrating apps (e.g., Power BI alerts in a Teams channel), and ensuring effective communication across your team and with head office.

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
Staff Hiring & Firing No authority. Assist with interviews, but final decision by Manager. Recommend hires/fires for junior roles to GM. GM makes final call. Full authority for all unit staff (except GM role itself). Consult HR for complex cases.
Budget & Spend (Non-Labour) No spend authority. Escalate all purchase requests. Approve minor supply purchases up to £100. Escalate anything larger. Approve local marketing spend up to £500/month. Authorise repairs up to £5,000. Larger capital expenditure requires Area Manager approval.
Menu Changes & Pricing No authority. Execute as instructed. Suggest local specials or promotions to GM for approval. Make recommendations to Head of Culinary and Area Manager for menu changes. Local pricing adjustments (e.g., for events) require Area Manager consultation.
Guest Complaint Resolution Escalate complex complaints to Shift Supervisor or Manager. Resolve most standard complaints (e.g., offer a free drink/dessert). Escalate severe issues to GM. Full authority to resolve all guest complaints, including significant comps or refunds, within company guidelines. Expected to turn negative experiences into positive ones.
Operational Workflow Adjustments Follow established procedures. Suggest minor improvements to supervisor. Implement minor workflow adjustments within a department (e.g., bar setup) with GM's awareness. Design and implement significant workflow improvements across the entire unit (e.g., kitchen pass efficiency, service flow) to optimise speed and quality.

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.

Prime Cost Percentage
The combined cost of food/drink sold (COGS) and staff wages, as a percentage of your total sales. This is your most important number.
Target · < 60% (this can vary by concept, but it's a good benchmark)

If your sales are £50,000 and your COGS is £15,000 and labour is £12,000, your Prime Cost is (£15K + £12K) / £50K = 54%. You want to keep this low.

Controllable Profit Margin
The profit left after all costs you can directly influence (prime cost, utilities, local marketing, repairs) are taken out, before corporate overheads.
Target · > 15% (again, varies by concept, but it's a good indicator of unit health)

If your total revenue is £100,000 and your controllable costs are £80,000, your controllable profit is £20,000, giving you a 20% margin. This shows how well you're running the place.

Annual Employee Turnover
The percentage of your team who leave the business each year. High turnover costs a fortune in recruitment and training.
Target · < 75% (F&B can be high, but we aim for stability)

If you have 40 staff and 25 leave in a year, your turnover is 62.5%. We want to see this number consistently coming down as you build a strong team.

Health Department Score
Your rating from local food hygiene inspections. This is non-negotiable.
Target · > 95% or a 'Grade A' (always aiming for the highest possible)

A score of 98% on your last inspection shows you're running a safe, clean operation. Anything less than 90% is a serious red flag.

Guest Satisfaction Score (NPS)
How likely guests are to recommend your restaurant, measured through surveys or online review platforms. Happy guests mean repeat business.
Target · > 50 (a good score for F&B, anything above 30 is generally positive)

If your Net Promoter Score is 55, it means more people are raving about you than complaining. This directly impacts your reputation and future sales.

Team Morale & Development
How happy, engaged, and skilled your team is. A happy team delivers better service and sticks around longer.
  • You'll see low staff absenteeism, positive feedback in internal surveys, clear progression plans for your Assistant Managers, and a generally buzzing atmosphere in the restaurant. People will actually want to come to work, which is a big win in this industry.
Operational Consistency & Standards
Ensuring every dish, every drink, and every service interaction meets our brand standards, every single time. It's about reliability.
  • Your Area Manager will notice it on their visits – clean premises, consistent food quality, staff following service steps, and no obvious shortcuts being taken. You'll have fewer guest complaints about basic errors, and your kitchen will be running like a well-oiled machine.
Problem Resolution & Adaptability
How effectively you handle unexpected issues – a supplier short, a staff no-show, a demanding customer – and adapt on the fly.
  • When things go wrong (and they will!), you'll calmly find solutions, communicate clearly, and minimise disruption. Your team won't panic because you're leading them through it. You'll also be quick to implement new company initiatives without fuss.
Local Community Engagement
Building strong relationships with your local area, making your restaurant a true neighbourhood favourite.
  • You'll be known locally, perhaps sponsoring a local event, engaging with neighbouring businesses, or running small, local promotions. Your restaurant will feel like a genuine part of the community, not just another chain.

7Would you like it

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

What people enjoy
Building and Leading a Winning Team

You'll spend time coaching your Assistant Managers, celebrating small wins with the kitchen porters, and fostering a positive, high-energy atmosphere. Seeing your team develop and deliver brilliant service is a huge buzz for you.

When a junior server you've mentored gets promoted to supervisor, or when the entire team pulls together to nail a massive Saturday night, that's what gets you going.

Direct Impact on Business Success

You love seeing your decisions directly affect the P&L. Optimising your prime cost, driving sales, and seeing your controllable profit margin improve gives you a real sense of accomplishment.

Analysing your weekly reports and seeing a 2% improvement in prime cost because of a new inventory process you implemented, or a jump in sales after a local marketing push you organised.

Creating Memorable Guest Experiences

You're always thinking about the guest journey, from the moment they walk in to when they leave. You get a kick out of seeing happy faces and reading glowing reviews.

When a regular guest tells you they chose your restaurant for a special occasion because of the consistent great service, or you personally turn around a negative guest experience into a positive one.

What frustrates people
  • The tyranny of online reviews: A single, often unfair, one-star Yelp or Google review can tank morale and require an inordinate amount of time to publicly address and internally investigate.
  • Dealing with 'death by a thousand reports': Spending hours chasing down managers for their weekly inventory, labour summaries, and sales reports instead of being on the floor coaching and developing your team.
  • The emotional labour of managing a diverse team, dealing with personal issues, conflicts, and constant training needs.
  • The physical demands: Long hours, often on your feet, late nights, and weekend work are just part of the deal.
  • The never-ending cycle of maintenance and repairs – something is always breaking, and it's always urgent.
What this role does not give you
  • A predictable, routine work schedule with consistent days off.
  • A quiet, desk-based environment; you'll be on your feet and in the thick of it.
  • The luxury of waiting for perfect information before making a decision.
  • An escape from direct customer interaction, including dealing with complaints.
  • Complete control over external factors like supplier prices or utility costs.

8Who you work with

This role is absolutely critical. You're directly accountable for the 'four-wall contribution' of your unit, which is basically how profitable your restaurant is before head office costs. Your decisions on staffing, inventory, and service quality directly translate into revenue, cost control, and ultimately, our company's success. A brilliant GM can turn a struggling site into a star performer, building our brand's reputation one happy customer at a time.

Inside the business
  • Area / Multi-Unit Manager (your direct boss, for strategy and support)
  • Head of Culinary (for menu changes and kitchen standards)
  • HR Business Partner (for staffing, training, and tricky people issues)
  • Finance Team (for budgets, P&L reviews, and supplier payments)
  • Marketing Team (for local promotions and brand guidelines)
Outside the business
  • Guests (obviously, they're why we're here!)
  • Local Suppliers (for fresh produce, drinks, and all the bits you need)
  • Local Council and Health & Safety Officers (for compliance and inspections)
  • Local Community Groups (for events and building good relationships)
  • Maintenance Contractors (for when things inevitably break)

9What you need before you start

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

  • Proven experience (at least 2-3 years) as an Assistant General Manager, F&B Manager, or Head Chef with significant operational and team leadership responsibilities in a busy restaurant or bar environment.
  • Demonstrable experience managing a P&L statement, specifically controlling prime cost and labour budgets.
  • A strong track record of leading, coaching, and developing a diverse team of at least 15-20 individuals.
  • Expert-level knowledge of food safety regulations and a proven ability to maintain high hygiene standards.
  • Experience with POS, inventory management, and labour scheduling software (see tech stack above for specifics).
  • A Personal Licence (if your unit serves alcohol) or the willingness to obtain one immediately upon starting.

10What to practise next

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

POS & Inventory System Optimisation

It's no longer enough to just 'use' the POS. You'll need to constantly optimise its configuration to capture richer data, streamline ordering, and reduce errors. The goal is to make these systems work harder for you, automating as much as possible to free up your team.

Advanced Menu Modifiers & Logic · API Integration Awareness · Automated Reordering Thresholds · Detailed Waste Tracking

  • This week: Review your POS settings for your top 5 menu items. Are there any modifier opportunities you're missing?
  • This month: Work with your Head Chef to refine your recipe costing cards in the inventory system for 3-5 key dishes.
  • Month 2: Experiment with setting up automated reorder points for your fastest-moving inventory items.
  • Month 3: Shadow your Area Manager or a more experienced GM to see how they audit and optimise their POS/inventory systems.

Quick win: Run a 'modifier report' on your POS to see if staff are consistently using upsell options. If not, train them up!

AI-Assisted Labour Scheduling & Productivity Analysis

AI is getting smarter at predicting demand and optimising schedules. You'll move from manually building schedules to validating AI-generated suggestions, and then using advanced analytics to truly understand staff productivity. This means less guesswork and more precise staffing.

Predictive Scheduling Algorithms · Labour Productivity Metrics (Beyond SPLH) · Compliance Automation · Dynamic Scheduling Adjustments

  • This week: Deep dive into your labour scheduling software's analytics. What insights can you pull about staff productivity?
  • This month: Try to build a 'what if' scenario in your scheduling tool – what if sales are 10% higher/lower? How does that impact labour?
  • Month 2: Research a new AI-powered scheduling feature or tool. How could it benefit your unit? Present a mini-business case.
  • Month 3: Work with your Assistant Managers to audit actual vs. scheduled hours for a week, identifying discrepancies and reasons.

Quick win: Make sure all staff clock in and out precisely. Even small discrepancies add up and mess with your data.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry events, trade shows, and local F&B networking groups to stay current on trends and build your professional network.
  • Subscribing to key F&B publications and online resources (e.g., The Caterer, Restaurant Magazine) to keep abreast of market changes and best practices.
  • Participating in internal company training programmes, especially those focused on leadership development, financial management, and advanced operational systems.
  • Seeking out mentorship from your Area Manager or other experienced GMs within the company. Learning from others' successes (and mistakes!) is invaluable.
  • Taking initiative to train and cross-train your own team, which not only develops them but also reinforces your own knowledge and leadership 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.

Advanced Data Interpretation & Storytelling

We're drowning in data, but not everyone can turn those numbers into a clear story or actionable insights. As systems get smarter, your job shifts from just pulling reports to truly understanding what they mean and how to use them to drive decisions. Competitors are already using data to optimise every aspect of their operations, and you'll need to do the same.

  • Correlation vs. Causation
  • A/B Testing (Unit Level)
  • Visualisation Best Practices
  • Predictive Analytics Basics
  • Narrative Building

Sustainability & Ethical Sourcing Leadership

Guests care more and more about where their food comes from, how staff are treated, and the environmental impact of their dining choices. Local councils are also pushing for greener operations. Being seen as a leader in this space isn't just good for the planet; it's good for business and attracts talent. You'll need to genuinely walk the talk.

  • Food Waste Reduction Strategies
  • Sustainable Sourcing Principles
  • Energy & Water Conservation
  • Circular Economy in F&B
  • Ethical Labour Practices

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Prime Cost Management
  • Four-Wall P&L Acumen
  • Menu Engineering & Optimisation
  • Food Safety & Compliance (HACCP/ServSafe)
  • Service Model Design & Execution
  • Multi-Unit Leadership & Development (Informal)

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

    Assistant General Manager (AGM)

    2-4 years as an AGM

    Skills to master

    • Mastering departmental P&Ls (e.g., bar cost, labour for FOH), leading shifts independently, managing inventory for specific areas, and effectively coaching junior staff. You'll need to prove you can run a significant part of the operation.

    You're ready to move on when

    • Consistently hitting departmental targets and contributing positively to the overall unit P&L.
    • Demonstrating strong leadership and problem-solving skills during busy periods.
    • Successfully training and developing junior team members.
    • Proactively taking on additional responsibilities beyond your core AGM duties.
    • Receiving strong feedback from your GM and Area Manager on your operational acumen.
  2. 2

    Head Chef / Kitchen Manager

    3-5 years in a senior kitchen role

    Skills to master

    • While you'll have exceptional kitchen management skills, you'll need to develop strong front-of-house operational knowledge, P&L management beyond COGS (e.g., labour, utilities), and guest relations. You'll likely need to spend time shadowing FOH operations.

    You're ready to move on when

    • Running a highly efficient and profitable kitchen, with excellent food safety scores.
    • Demonstrating an understanding of the wider restaurant P&L, not just kitchen costs.
    • Proactively collaborating with the FOH team to improve service flow and guest experience.
    • Showing a keen interest in developing FOH management skills and taking on new responsibilities.
    • Successfully managing and developing a kitchen team.
  3. 3

    External F&B Manager (Single Unit)

    Direct entry, if experience aligns

    Skills to master

    • You'll need to quickly adapt to our specific brand standards, operational systems (POS, inventory), and company culture. Understanding our guest demographic and local market nuances will be key.

    You're ready to move on when

    • A proven track record of P&L ownership and successful unit management in a similar concept.
    • Strong references highlighting your leadership, operational excellence, and financial acumen.
    • A clear understanding of our brand values and a genuine desire to uphold them.
    • The ability to quickly build rapport with a new team and integrate into our company structure.
    • Demonstrating flexibility and a willingness to learn our specific ways of working.

15Where this role leads

The long view: This work builds leadership, financial skill and problem-solving that can lead to a Regional Director of Operations role or a move into VP of Operations.

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 General Manager (GM) is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Area / Multi-Unit Manager

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 Manage a team to prepare, cook and present food, worked against General Manager (GM).

Manage a team to prepare, cook and present food Level 4

Applied to your work in General Manager (GM)

This unit aims to provide learners with the ability to plan food production to meet organisational standards and requirements, and to manage food production operations ensuring adherence to these standards, covering aspects of resource management, scheduling, quality, hygiene and safety.

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

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

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See Your Progress Grow Illustration
General Manager (GM)
  • Prime Cost Management
  • Four-Wall P&L Acumen
  • Menu Engineering & Optimisation
  • Food Safety & Compliance (HACCP/ServSafe)
  • Service Model Design & Execution
  • Multi-Unit Leadership & Development (Informal)
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

General Manager (GM) is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Area / Multi-Unit Manager

    3-5 years as a successful GM

    From owning one unit's P&L to being accountable for the performance of 3-8 units. Your focus shifts from direct operations to managing managers and executing regional strategy.

    • Multi-Unit P&L Analysis Identifying trends and discrepancies across several locations.
    • Talent Pipeline Management Building a bench of future GMs within your area.
    • New Unit Opening Support Assisting with the operational setup and launch of new restaurants.
    • Vendor Relationship Management (Regional) Overseeing relationships with key regional suppliers.
    • Compliance Oversight Ensuring all units in your area adhere to company and regulatory standards.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, running a restaurant means endless admin. But what if you could cut down on the tedious stuff and spend more time on the floor, coaching your team, and chatting with guests? That's where AI comes in.

We're not talking about robots serving tables (yet!). We're talking smart tools that handle the repetitive, data-heavy tasks that eat up your week. Imagine getting your inventory done in half the time, or having a draft response to that tricky online review ready in seconds. It's about giving you back your most valuable asset: time.

Automated Inventory & Ordering

Imagine AI tools, integrated with your POS, analysing sales velocity and current stock levels. They'll automatically generate prep lists and even draft supplier orders for you, flagging any unusual variances. No more guessing or manual calculations, just smart suggestions.

AI-Powered Menu Engineering

Use AI analytics to process thousands of transactions, identifying those 'hidden gem' menu items you should promote. It can even suggest optimal price points based on demand elasticity and ingredient cost, turning those dense product mix reports into actionable, profit-boosting strategies.

Competitive Landscape Analysis

Leverage AI to quickly scrape and summarise competitor menus, pricing, and online reviews within your local area. You'll get a concise brief for new menu development or market entry research, giving you an edge without hours of manual digging.

Review Response & SOP Drafting

Use generative AI to create first drafts of responses to common online reviews (both positive and negative) or to structure new Standard Operating Procedure (SOP) documents for training. You'll refine them, of course, but the heavy lifting is done in seconds.

Common questions

Common questions

How do you become a General Manager (GM)?

Common routes in include Assistant General Manager (AGM) (2-4 years as an AGM), Head Chef / Kitchen Manager (3-5 years in a senior kitchen role) and External F&B Manager (Single Unit) (Direct entry, if experience aligns). Times vary with prior experience.

Where can a General Manager (GM) progress to?

This role can lead on to Area / Multi-Unit Manager (3-5 years as a successful GM), depending on the skills you build.

What new skills matter most for a General Manager (GM)?

Increasingly, Advanced Data Interpretation & Storytelling and Sustainability & Ethical Sourcing Leadership. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where to go from here

Other roles at Level 5

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

 More jobs in operations

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

The skills a General Manager builds carry across consumer-facing sectors such as retail and hospitality, and into wider operations management roles. Handling complex, fast-paced environments and owning a P&L are valued wherever teams and budgets need managing.

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 General Manager (GM) 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.