UK

United Kingdom · Operations · Lead (8-12 years)

Ground 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 bandLead (8-12 years)
  • Direct reports3-8 reports
  • Reports toRegional Ground Operations Manager
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Lead Head of Ground Operations · Site Operations Manager · Logistics Manager · Distribution Centre Manager

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

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

The units you would start with

Operate Role Specific equipment DAO Level 5 Diploma in Specialist Helicopter Operations
Manage site operations for the remediation of contaminated land CIWM (WAMITAB) Level 4 Medium Risk Operator Competence for Contaminated Land Remediation
Manage site operations for the treatment of non-hazardous waste CIWM (WAMITAB) Level 4 Low Risk Operator Competence for Non-Hazardous Treatment to Produce Soil
Manage site operations for the treatment of hazardous waste CIWM (WAMITAB) Level 4 Medium Risk Operator Competence for Physical Treatment
Organise the transportation of loads on a waste management facility CIWM (WAMITAB) Level 4 High Risk Operator Competence for Managing Transfer of Hazardous Waste

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
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Ground Operations Manager

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

  1. Operate Role Specific equipment Defence Awarding Organisation · covers 1 of 10 standards Level 5
  2. Manage site operations for the remediation of contaminated land CIWM · covers 1 of 10 standards Level 4
  3. Manage site operations for the treatment of non-hazardous waste CIWM · covers 1 of 10 standards Level 4
  4. Manage site operations for the treatment of hazardous waste CIWM · covers 1 of 10 standards Level 4
  5. Organise the transportation of loads on a waste management facility CIWM · 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 Ground 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

  • AI-Driven Decision Support & Interpretation
  • Robotics & Automation Management
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Ground Operations Manager plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

Running a key ground operations site, or a large department within one, means managing a mini-business inside a bigger organisation. Accountability covers everything from getting the trucks out on time to keeping people safe and watching the budget closely. It is a hands-on leadership role, making the daily calls that keep things moving.

4What you'd actually use

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

Fleet Management / Telematics (e.g., Samsara, Geotab) Advanced

Configuring geofences, building custom alerts for unsafe driving events (harsh braking, speeding), analysing route efficiency data to coach drivers, and using data to optimise vehicle utilisation.

Workforce Management (WFM) (e.g., UKG, Deputy) Advanced

Building complex schedules based on demand forecasts, managing labour budgets for your site, analysing overtime trends, and ensuring compliance with labour laws and union rules within the system.

WMS / ERP (e.g., Manhattan Associates, SAP S/4HANA, Oracle NetSuite) Advanced

Troubleshooting transaction errors, investigating inventory discrepancies, training new users, and contributing to writing Standard Operating Procedures (SOPs) for system processes. You're the local expert.

BI & Analytics (e.g., Tableau, Power BI) Advanced

Connecting to data sources (WMS, FMS) to build new dashboards for your site. Using these analytics to conduct root cause analysis on performance dips, identify trends, and present insights to your team and manager.

EHS & Compliance (e.g., VelocityEHS, Intelex) Advanced

Managing incident investigation workflows, tracking corrective actions to completion, and using the system to generate compliance reports (e.g., OSHA 300 logs). You're ensuring your site's safety posture is robust.

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
Daily Operational Adjustments (e.g., staffing, workflow changes) Escalate to supervisor for approval. No independent decisions. Make routine adjustments within established guidelines. Escalate exceptions. Full autonomy for technical decisions within workstream. Consult on significant deviations.
Budgetary Spend (e.g., consumables, minor repairs) Request approval from supervisor for any spend. Approve minor purchases up to £500 within approved budgets. Approve expenditures up to £5K for project needs. Recommend larger spends.
Hiring & Performance Management No hiring authority. Report performance issues to supervisor. Provide input on hiring. Conduct initial performance reviews under guidance. Lead hiring for junior roles. Manage performance reviews for mentees.
Process Improvements & System Changes Suggest improvements to supervisor. No authority to change processes. Propose and implement minor process improvements within own area, with manager sign-off. Design and implement significant process changes within workstreams. Consult on system integrations.
Safety Incident Response Report incident immediately to supervisor and follow emergency procedures. Lead initial incident response and documentation, escalate as per protocol. Lead incident investigations, implement corrective actions within scope, report to H&S.

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.

Team Productivity (UPH)
Units Per Hour (UPH) or similar activity-based metrics for your site/department.
Target · Achieve 105% of target UPH consistently.

If the target is 100 units picked per hour, you're aiming for 105. This means you've optimised workflows, trained your team well, and removed bottlenecks.

Employee Turnover
Voluntary turnover rate for your direct reports and their teams.
Target · Reduce team's voluntary turnover by 10% year-on-year, or maintain below regional average.

If your team's turnover was 25% last year, you're looking to bring that down to 22.5% this year by focusing on engagement, development, and a positive work environment.

Site TRIR (Total Recordable Incident Rate)
The number of recordable workplace injuries and illnesses per 100 full-time employees at your site.
Target · Maintain a TRIR below the industry average and show continuous improvement year-on-year.

If the industry average is 3.0, you're aiming for 2.5 or lower, showing that your safety programmes and culture are making a real difference and keeping people safe.

Budget Adherence
Managing your site's operational expenses (labour, consumables, utilities) against the allocated budget.
Target · Manage site operational expenses to within 2% of budget, with clear justifications for any variances.

If your monthly labour budget is £100,000, you're aiming to spend no more than £102,000 and no less than £98,000, unless there's a very good reason (like an unexpected surge in demand that you had to staff for).

OTIF (On-Time In-Full) Delivery
The percentage of customer orders delivered on time and with every item requested.
Target · Achieve 98% OTIF for all outbound shipments from your site.

If you dispatch 1000 orders a day, 980 of them need to arrive exactly when promised, with no missing items. This is a critical customer satisfaction metric.

Team Engagement & Development
How well you're building a positive culture, developing your supervisors, and keeping frontline staff engaged.
  • High participation in training programmes, positive feedback in employee surveys (especially around manager effectiveness), low voluntary turnover, and a clear succession plan for key roles within your team. You'll see your direct reports stepping up and taking more ownership.
Process Improvement & Innovation
Your ability to identify inefficiencies, propose solutions, and actually implement changes that stick.
  • Documented Kaizen events or continuous improvement projects led by you or your team, measurable improvements in 'Dock to Stock' times, reduced 'Deadhead' miles, or better 'Turn Time' metrics. You're not just running the process
  • you're making it better.
Stakeholder Collaboration
How effectively you work with other departments (like Sales, Finance, HR) to solve problems and achieve shared goals.
  • Positive feedback from other department heads, proactive communication on potential issues, successful resolution of cross-functional challenges (e.g., resolving Sales vs. Ops tension), and being seen as a reliable partner, not just 'the Ops person'.
Contingency Planning Effectiveness
Your readiness for unexpected disruptions and how well your site recovers from them.
  • Well-documented and regularly tested contingency plans for common scenarios (e.g., system outages, severe weather, labour shortages). When an incident does occur, your site recovers quickly, with minimal impact on service and clear communication throughout.

7Would you like it

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

What people enjoy
Solving Complex, Tangible Problems

You get a real kick out of figuring out why a process is breaking down and then fixing it, seeing the immediate, visible impact on the ground. It's about taking chaos and bringing order to it.

A specific delivery route is consistently late. You dive into the data, talk to drivers, observe the loading process, and discover a bottleneck at the final quality check. You implement a pre-check, and suddenly, the route is on time. That's your fuel.

Developing and Leading Teams

You genuinely enjoy coaching your supervisors, helping them grow, and seeing your entire team improve. You feel a sense of pride when a junior member steps up and takes on more responsibility.

One of your team leads is struggling with conflict resolution. You spend time mentoring them, role-playing scenarios, and giving them tools. When they successfully mediate a tricky situation, you feel a real sense of accomplishment.

Driving Efficiency and Cost Savings

The challenge of finding smarter ways to do things, reducing waste, and optimising resource use really excites you. You're always looking for that extra percentage point of improvement in productivity or cost.

You notice a recurring issue with packaging material waste. You analyse the process, identify a different supplier with a more robust product, and implement a new training programme, saving the site £10K a quarter. That's a win.

What frustrates people
  • The Disconnect with HQ: Receiving a 'brilliant' new process from a corporate team that has never spent a day on the ground and doesn't understand the physical or systemic constraints.
  • The Margin Squeeze: The relentless pressure to cut costs, reduce headcount, and improve efficiency, while simultaneously being expected to improve service quality and maintain a perfect safety record. It’s a constant tightrope walk.
  • The Revolving Door: The constant churn of frontline employees in a tough labour market, leading to a never-ending cycle of recruiting, onboarding, and training that drains manager and supervisor time. It can feel like you're always starting from scratch.
  • Sales vs. Ops Tension: Cleaning up the mess after the sales team sells a delivery timeline or service level that operations can't realistically or profitably meet. You're often the one explaining why 'yes' isn't always possible.
  • Legacy Tech Nightmares: Being forced to rely on a 15-year-old WMS or a patchwork of Excel spreadsheets to run a multi-million pound operation, leading to constant manual workarounds and data errors. It's not glamorous, but it's the reality for many.
  • The 3 AM Call: The reality that you are ultimately responsible 24/7. A major accident, a facility fire, or a wildcat strike doesn't wait for business hours. Your phone is always on.
  • Being the Scapegoat: When a shipment is late, everyone points to Operations, even if the root cause was a supplier delay, an inaccurate forecast from finance, or a last-minute change from the customer. You'll need thick skin.
What this role does not give you
  • A 9-to-5, Monday-to-Friday schedule: Operations runs 24/7, and so will your responsibility, especially during peak seasons or major incidents.
  • Complete control over all variables: You'll often be dealing with external factors (traffic, weather, supplier issues) and internal constraints (budget, legacy systems) that you can't directly change.
  • A purely strategic, hands-off role: You'll be on the floor, interacting with frontline staff, and getting involved in the details when needed. This isn't an ivory tower job.

8Who you work with

Your decisions here directly affect our service quality, operational efficiency, and, frankly, our bottom line. Get it right, and you're saving us money and keeping customers happy. Get it wrong, and you're costing us money and reputation. You're the one making sure the wheels actually turn, day in, day out.

Inside the business
  • Regional Ground Operations Manager (your boss, for strategic alignment)
  • Other Site Managers (for best practice sharing and resource coordination)
  • Finance Business Partners (for budget reviews and cost control)
  • HR Business Partners (for staffing, employee relations, and talent development)
  • Sales Operations (to understand customer needs and service level agreements)
  • Health & Safety Team (for compliance and incident management)
Outside the business
  • Local regulatory bodies (e.g., HSE, local councils)
  • Key vendors and suppliers (e.g., equipment maintenance, cleaning services)
  • Local community representatives (occasionally, for community relations)
  • Union representatives (if applicable, for labour relations)

9What you need before you start

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

  • Proven experience (minimum 3-5 years) managing a team of supervisors or team leaders in a fast-paced operational environment.
  • Demonstrable experience managing a budget and delivering against key operational KPIs (e.g., productivity, safety, cost).
  • A track record of driving process improvements using methodologies like Lean or Six Sigma, with tangible results.
  • Strong understanding of Health & Safety regulations and a commitment to fostering a proactive safety culture.
  • Experience with at least one major WMS or ERP system (e.g., SAP, Oracle, Manhattan Associates) at an advanced user level, including troubleshooting and reporting.
  • Excellent communication skills, both written and verbal, with the ability to influence at all levels.

10What to practise next

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

Advanced Data Storytelling & Visualisation

It's no longer enough to just present data; you need to tell a compelling story with it. With more data available, the ability to distil complex insights into clear, actionable narratives for diverse audiences (from frontline to C-suite) will be a critical differentiator.

Principles of effective data visualisation (e.g., · Structuring a data narrative: problem, analysis, i · Tailoring data presentations for different stakeho · Using interactive dashboards (Tableau/Power BI) to · Communicating uncertainty and assumptions in data-

  • This week: Focus on making your next site performance report more visual and less text-heavy. Use more charts, fewer tables.
  • This month: Find a good online course on 'Data Storytelling' or 'Advanced Tableau/Power BI Dashboards'.
  • Month 2: Practice presenting data to a peer or mentor, asking for honest feedback on clarity and impact.
  • Month 3: Lead a workshop for your supervisors on how to interpret and use the site's performance dashboards effectively.

Quick win: For your next meeting, create a single, impactful infographic or chart that summarises your key message, rather than a dense slide with bullet points.

System Integration & API Fundamentals

As we add more specialised software (telematics, WFM, WMS, EHS), the ability to ensure these systems 'talk' to each other seamlessly becomes crucial. Understanding how data flows between systems via APIs will help you troubleshoot issues, define requirements for new integrations, and avoid data silos.

What an API is and how it works (Application Progr · Common data exchange formats (e.g., JSON, XML) · Understanding data mapping between different syste · Identifying data integrity issues in integrated en · Working with IT/developers to define integration r

  • This week: Ask our IT team for a high-level diagram of how our main operational systems (WMS, FMS, WFM) exchange data.
  • This month: Take an online 'Introduction to APIs' course – you don't need to code, just understand the concepts.
  • Month 2: Spend time with a systems analyst or IT support person to understand how they troubleshoot integration errors.
  • Month 3: When a new system is being considered, actively participate in defining the integration requirements, focusing on data flow.

Quick win: Ask your IT contact to explain one specific data integration that impacts your site – for example, how driver hours from telematics feed into payroll in WFM.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and workshops focused on logistics, supply chain, and operations management to stay abreast of new trends and technologies.
  • Participate in leadership development programmes, especially those focused on coaching, change management, and strategic thinking.
  • Seek out opportunities to mentor junior managers or participate in cross-functional projects to broaden your perspective and influence.
  • Engage with professional bodies like CILT or IOSH to expand your network and access continuous learning resources.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

AI-Driven Decision Support & Interpretation

AI is moving beyond simple automation to actively assisting with complex operational decisions, from optimal staffing levels to predicting equipment failures. Managers who can effectively use and interpret these AI insights will make far better, faster decisions than those relying on gut feel or manual analysis.

  • Understanding AI model outputs and confidence leve
  • Identifying and mitigating AI bias in operational
  • Using AI to simulate 'what-if' scenarios for opera
  • Integrating AI recommendations into existing opera
  • Knowing when to trust the AI and, crucially, when

Robotics & Automation Management

More and more operational tasks are being automated, from robotic picking in warehouses to autonomous vehicles in yards. Your role will shift from managing human labour to managing a mix of human and robotic workforces, requiring a different set of skills.

  • Understanding different types of operational robot
  • Managing the integration of robotics into existing
  • Troubleshooting basic robotic system issues and kn
  • Optimising robotic fleet utilisation and maintenan
  • Training human teams to work alongside and manage

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean / Six Sigma
  • Last-Mile Logistics Management
  • Labor & Union Relations
  • Safety & Compliance (HSE/DOT)
  • Contingency & Crisis Management
  • Network & Capacity Planning (Local)

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

    Internal Promotion from Senior Ground Operations Specialist / Shift Supervisor

    3-5 years in previous role

    Skills to master

    • Developing strong team leadership, mastering site-level KPIs, basic budget management, initial exposure to continuous improvement projects, and effective communication with senior management.

    You're ready to move on when

    • Consistently exceeding targets in your current role.
    • Demonstrated ability to lead and motivate a team, even in challenging situations.
    • Proactively identifying and solving complex operational problems.
    • Taking initiative on projects beyond your immediate scope.
    • Strong positive feedback from your manager and peers on your leadership potential.
  2. 2

    External Hire from another Logistics/Operations Company

    Direct entry with 8-12 years relevant experience

    Skills to master

    • A proven track record of managing a similar-sized operational site or department, strong P&L accountability, experience with relevant operational technologies (WMS, FMS), and a clear understanding of health and safety compliance.

    You're ready to move on when

    • Successful management of a comparable operational budget and team size.
    • Documented achievements in improving operational efficiency, safety, or customer service.
    • Experience navigating complex labour relations or regulatory environments.
    • Strong references from previous senior leaders or direct reports.
  3. 3

    Transition from a related field (e.g., Manufacturing Operations Manager)

    5-8 years in previous role + 2-3 years in a logistics-specific role

    Skills to master

    • Adapting manufacturing operational excellence principles (Lean, Six Sigma) to a logistics context, understanding last-mile delivery complexities, mastering relevant logistics technology, and building relationships with transport-specific stakeholders.

    You're ready to move on when

    • Demonstrated ability to transfer operational management skills across different industries.
    • Proactive learning and application of logistics-specific knowledge.
    • Successful leadership of teams in a high-volume, dynamic environment.
    • A clear passion for the unique challenges of ground operations.

15Where this role leads

The long view: This role can lead to running larger operations across a region or country, eventually reaching senior positions such as Director of Ground Operations or VP of Ground 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 Ground Operations Manager 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:

  • Regional Ground Operations 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 Operate Role Specific equipment, worked against Ground Operations Manager.

Operate Role Specific equipment Level 5

Applied to your work in Ground Operations Manager

This unit aims to provide learners with the skills to operate role-specific equipment, including the aircraft secure communications suite, Aircrew Equipment Assembly (AEA), Electrical Optical System Turret (EOST), and Avionics Management System (AMS). Learners will be able to demonstrate correct procedures, troubleshoot common issues, and explain the purpose and function of each component.

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
Ground Operations Manager
  • Lean / Six Sigma
  • Last-Mile Logistics Management
  • Labor & Union Relations
  • Safety & Compliance (HSE/DOT)
  • Contingency & Crisis Management
  • Network & Capacity Planning (Local)
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

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

  1. Regional Ground Operations Manager

    3-5 years in the Ground Operations Manager role

    Level 5 (Principal/Manager)

    • Network optimisation and design at a regional level.
    • Vendor management and negotiation for regional contracts.
    • Leading major change initiatives (e.g., new technology rollouts) across multiple sites.
    • Representing the organisation externally at a regional level.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, you're constantly juggling a million things. What if you could offload some of the heavy lifting to smart tools? AI isn't just for tech companies anymore; it's transforming how we run ground operations, making your job easier and your site more efficient.

Imagine having a digital assistant that crunches data, predicts problems, and even drafts reports for you. That's not science fiction; it's what AI-powered tools are doing for Operations Managers right now. You'll gain back valuable time to focus on leading your team and making bigger, better decisions.

Automated Route & Load Planning

Use AI to analyse traffic, weather, driver hours of service (HOS) constraints, and delivery windows to generate optimal multi-stop routes and truck loads. It's far better than any human can do for complex networks, cutting down on 'Deadhead' miles and saving fuel.

Predictive Maintenance Alerts

AI models analyse sensor data from vehicles and machinery – things like vibration, temperature, and fluid levels – to predict failures before they actually happen. This means you can schedule maintenance proactively, avoiding costly unplanned downtime and keeping your OEE high.

Supply Chain Risk Simulation

Use AI to model the impact of potential disruptions like port closures, supplier bankruptcy, or severe weather events on your network. This lets you proactively develop and stress-test contingency plans, so you're ready for anything, saving weeks of manual scenario planning.

Automated Incident Reporting

Imagine using Natural Language Processing (NLP) to draft initial incident reports. You speak or type the facts of a safety incident, and the AI structures it into the formal company template, identifying all the required compliance fields. It frees up your supervisors to manage the actual situation on the floor.

Common questions

Common questions

How do you become a Ground Operations Manager?

Common routes in include Internal Promotion from Senior Ground Operations Specialist / Shift Supervisor (3-5 years in previous role), External Hire from another Logistics/Operations Company (Direct entry with 8-12 years relevant experience) and Transition from a related field (e.g., Manufacturing Operations Manager) (5-8 years in previous role + 2-3 years in a logistics-specific role). Times vary with prior experience.

Where can a Ground Operations Manager progress to?

This role can lead on to Regional Ground Operations Manager (3-5 years in the Ground Operations Manager role), depending on the skills you build.

What new skills matter most for a Ground Operations Manager?

Increasingly, AI-Driven Decision Support & Interpretation and Robotics & Automation Management. These are the skills our record of this role lists as growing.

Free tools

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17Where to go from here

Other roles at Level 5

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

 More jobs in operations

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

Leadership, process optimisation, and managing complex logistics are skills that transfer well. They open doors to operations leadership roles in manufacturing, retail, e-commerce, or consulting. Getting things done efficiently and safely matters in any sector.

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 Ground Operations Manager plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.