UK

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

Operations Training Manager

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports3-8 reports
  • Reports toDirector of Operations Enablement
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Learning & Development Manager (Operations) · Head of Operations Training · Senior Training Manager (Operations)

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

NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 2 of 10 standards
SFJ Awards Level 3 Certificate In Learning and Development SFJ Awards · Level 3 · covers 2 of 10 standards
City & Guilds Level 4 Diploma in Learning and Development City & Guilds Limited · Level 4 · covers 2 of 10 standards
Focus Awards Level 3 Diploma in Playwork (RQF) Focus Awards Limited · Level 3 · covers 2 of 10 standards
TQUK Level 3 Diploma in Specialist Support for Teaching and Learning in Schools (RQF) Training Qualifications UK Ltd · Level 3 · covers 1 of 10 standards
City & Guilds Level 4 Certificate in Education and Training City & Guilds Limited · Level 4 · covers 1 of 10 standards

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

The units you would start with

Provide learning opportunities for colleagues NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)
Identify individual learning and development needs SFJ Awards Level 3 Certificate In Learning and Development
Support learning and development within own area of responsibility TQUK Level 3 Diploma in Specialist Support for Teaching and Learning in Schools (RQF)

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
Your Plan Illustration

Built for Operations Training Manager

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

  1. Provide learning opportunities for colleagues NCFE · covers 2 of 10 standards Level 5
  2. Identify individual learning and development needs SFJ Awards · covers 2 of 10 standards Level 3
  3. Support learning and development within own area of responsibility Training Qualifications UK Ltd · 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 an Operations Training 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-Powered Learning Strategy & Governance
  • Advanced Learning Analytics & Business Intelligence
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 Operations Training 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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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

An Operations Training Manager plans and runs training for operations staff, making sure teams have the skills the work needs.

4What you'd actually use

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

Learning Management System (LMS) - e.g., Docebo, Cornerstone OnDemand Strategic/Architect

Leading LMS selection/RFP processes, defining enterprise learning data strategy, ensuring seamless integration with HRIS (Workday, SuccessFactors), and setting standards for system use by your team.

Content Authoring Tools - e.g., Articulate 360 (Storyline, Rise), Camtasia Strategic/Architect

Setting content development standards for the organisation, managing a library of reusable learning objects, and making strategic decisions about tool investments and team capabilities.

Collaboration & Project Management - e.g., Asana, Monday.com, MS Teams Strategic/Architect

Managing a portfolio of learning projects across your team, allocating resources effectively, reporting on programme status to leadership, and ensuring seamless team collaboration.

Knowledge Base Platforms - e.g., Confluence, Notion, SharePoint Strategic/Architect

Architecting the enterprise knowledge management strategy for operational processes, ensuring a single source of truth, and guiding your team in its design and maintenance.

Feedback & Assessment Platforms - e.g., SurveyMonkey, Qualtrics, Google Forms Strategic/Architect

Integrating learning data with broader business performance data (e.g., in Power BI, Tableau) to demonstrate training ROI, and designing advanced evaluation strategies.

Office & Analytics Suites - e.g., Excel (Power Query, PivotTables), PowerPoint Strategic/Architect

Modelling training impact on operational KPIs using advanced Excel, building compelling business cases for training initiatives, and presenting strategic reports to executives.

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
Training Programme Prioritisation Follows supervisor's prioritisation. Proposes prioritisation for assigned projects, seeks manager approval. Prioritises workstreams within their project scope, consults with Lead/Manager on conflicts.
Budget Allocation (Training Initiatives) No budget authority. Recommends spend for project materials (up to £1K), manager approval. Approves project-specific spend up to £5K, consults Lead/Manager for larger amounts.
Team Hiring & Performance Management No hiring or performance management authority. Provides input on peer performance, no formal authority. Mentors junior colleagues, provides informal feedback. Involved in interview panels.
Learning Technology Adoption Uses assigned tools. Proposes new features or minor tools for project efficiency. Researches and recommends new tools for specific project needs, seeks manager approval.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Operational KPI Improvement (e.g., OEE, Safety Incident Rate)
The direct, measurable improvement in key operational performance indicators within the business units your training supports.
Target · A measurable improvement of >5% in at least one key operational metric per major training initiative.

After launching a new manufacturing process training programme, the Overall Equipment Effectiveness (OEE) for trained lines improved from 78% to 83% within six months.

Time-to-Proficiency Reduction
How quickly new hires or employees transitioning to new roles become fully competent and productive after completing your structured learning paths.
Target · Reduce average time-to-proficiency for critical operational roles by 15-20% year-on-year.

New forklift operators now achieve full operational proficiency in 8 weeks, down from 10 weeks, directly attributed to the revised onboarding programme.

Training Budget Adherence & ROI
Managing your team's budget effectively and demonstrating a positive return on investment for significant training programmes.
Target · Maintain budget variance within ±5% annually, and achieve a demonstrable positive ROI (e.g., cost savings, revenue increase) for programmes over £50K.

Implemented a new safety training module at a cost of £75K, which led to a 10% reduction in minor incidents, saving an estimated £150K in lost productivity and insurance claims.

Employee Retention in Trained Roles
The impact of effective learning and development on keeping skilled operational staff within the business.
Target · Improve employee retention by 10% in key operational roles with dedicated learning pathways, compared to the previous year.

After introducing a comprehensive career development programme for warehouse supervisors, retention in that role increased from 80% to 90%.

Team Development & Engagement
The growth, satisfaction, and overall effectiveness of your direct reports, ensuring they feel supported and challenged.
  • Regular 1:1s showing clear development plans
  • positive feedback in internal engagement surveys
  • team members successfully taking on more complex projects
  • low team turnover
  • successful internal promotions from your team.
Strategic Influence & Partnership
How effectively you partner with senior operational leaders to identify and proactively address future skill gaps and business challenges.
  • Being invited to strategic planning meetings
  • operational leaders seeking your input on new process rollouts
  • positive feedback from SVPs on your team's responsiveness and strategic alignment
  • your learning roadmap is clearly tied to business objectives.
Quality of Learning Content & Experience
The overall effectiveness, relevance, and engagement levels of the learning solutions developed and delivered by your team.
  • SME feedback consistently highlighting accuracy and applicability
  • high completion rates for mandatory training
  • positive Level 2 (knowledge retention) and Level 3 (behaviour change) evaluation results
  • your team's programmes are recognised internally as 'best practice'.
Knowledge Management & Standardisation
The extent to which your team contributes to creating a 'single source of truth' for operational processes and knowledge, reducing ambiguity and improving consistency.
  • Reduced instances of conflicting SOPs
  • increased adoption of the central knowledge base
  • positive feedback from frontline managers on the clarity and accessibility of operational guides
  • your team proactively identifies and closes knowledge gaps.

7Would you like it

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

What people enjoy
Making a Tangible Business Impact

You'll spend time analysing operational reports, looking for links between training programmes and improved safety records or reduced error rates. You'll get a real kick out of presenting a case where your team's work directly saved the company money or improved productivity.

Seeing a new process rollout go smoothly across multiple sites because your team's training was spot-on, leading to immediate efficiency gains.

Developing and Empowering a High-Performing Team

You'll invest heavily in your team's growth, coaching them through complex instructional design challenges, and celebrating their successes. You'll delegate significant projects, trusting your team to deliver, and stepping in to remove roadblocks.

One of your Senior Specialists successfully leads a critical, high-visibility training project from start to finish, earning recognition from senior leadership.

Shaping Organisational Capability & Strategy

You'll be in strategic conversations with senior operational leaders, discussing future skill needs and how learning can support new initiatives. You'll be defining the long-term learning roadmap for your business unit, not just executing on it.

Successfully proposing and securing budget for a multi-year leadership development programme for frontline supervisors, directly addressing a critical talent gap.

What frustrates people
  • The 'Training Panacea': Being asked to build a training module to fix systemic issues (like a flawed process or poor management) that training alone can't solve.
  • Proving Value Beyond 'Butts in Seats': Struggling to get access to the operational data (e.g., error rates, productivity numbers) needed to truly prove that your team's training improved performance.
  • SME Unavailability: Your entire project roadmap being bottlenecked because critical Subject Matter Experts are too busy doing their core jobs to meet with your team.
  • The Moving Target: Strategic priorities in Operations can shift quickly, meaning your carefully crafted learning roadmap might need a significant overhaul with little notice.
  • Budget Constraints: Having to make tough decisions about what training programmes to fund, knowing that you can't do everything you'd like to with the available resources.
What this role does not give you
  • A purely hands-on instructional design role – you'll be leading and managing, not always building content yourself.
  • A quiet, predictable 9-to-5 where plans never change – expect regular disruptions and urgent, high-priority shifts.
  • A role where every single training programme you launch has easily measurable, immediate, and undeniable ROI – some impact is harder to quantify.
  • A role without significant people management challenges – you'll be responsible for your team's performance, development, and well-being.

8Who you work with

This role directly shapes the operational capability and readiness of a significant business unit. Your team's work directly influences key operational metrics like efficiency, safety incident rates, quality control, and employee retention. You're essentially building the human infrastructure that underpins our operational success, ensuring we can adapt to new technologies, processes, and market demands.

Inside the business
  • SVP of Operations
  • Heads of individual Operational departments (e.g., Logistics, Manufacturing, Field Services)
  • HR Business Partners
  • Product & Engineering (for system training needs)
  • Finance Leadership (for budget reviews and ROI discussions)
Outside the business
  • Training vendors and content providers
  • Industry bodies and regulatory authorities (e.g., HSE for safety training)
  • External consultants for specialist training programmes

9What you need before you start

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

  • Proven experience (at least 3-5 years) managing a team of learning and development professionals, including performance management and career development.
  • Demonstrable experience managing a significant budget (ideally £500K+) and delivering programmes with a clear return on investment.
  • A track record of successfully partnering with senior operational leadership to define and deliver strategic learning solutions.
  • Extensive experience in designing, developing, and evaluating complex learning programmes within an operational or industrial setting.
  • A deep understanding of the full learning lifecycle, from needs analysis to Level 4 evaluation, and the ability to guide a team through it.

10What to practise next

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

Immersive Learning Technologies (VR/AR)

For complex operational tasks or high-risk environments, VR/AR offers unparalleled realism and safe practice opportunities. You'll need to understand its potential and guide your team on when and how to invest in it.

VR/AR Use Cases in Operations · Cost-Benefit Analysis of Immersive Tech · Vendor Selection & Integration · Instructional Design for Immersive Experiences

  • This quarter: Research 2-3 case studies of VR/AR training in similar operational environments.
  • Next quarter: Arrange a demo with a leading VR/AR training provider to see the technology in action.
  • Month 4-6: Work with an operational leader to identify a pilot project where VR/AR could deliver significant value.
  • Month 7-9: Develop a business case for a small-scale VR/AR pilot programme, including estimated costs and benefits.

Quick win: Watch some YouTube videos of VR/AR training simulations in action. It'll give you a quick feel for what's possible and spark ideas for your own operations.

Digital Transformation of Learning Ecosystems

The future of learning isn't just about individual courses, but a connected ecosystem of tools, platforms, and content. You'll be responsible for strategically evolving our learning tech stack to be more agile, integrated, and user-friendly.

Learning Experience Platforms (LXP) vs. LMS · Microlearning & Spaced Repetition · Integration Architecture (APIs) · Content Strategy for a Digital Ecosystem

  • This quarter: Map out our current learning technology stack and identify key pain points or integration gaps.
  • Next quarter: Research leading LXPs and their potential to improve learner engagement and experience.
  • Month 4-6: Develop a 'future state' vision for our learning ecosystem, outlining desired integrations and capabilities.
  • Month 7-9: Present a strategic plan to leadership for evolving our learning technology, including phased implementation.

Quick win: Talk to your team about their biggest frustrations with our current learning tech. Their insights will be invaluable for identifying areas for improvement and future investment.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences and webinars (e.g., Learning Technologies, World of Learning) to stay abreast of new trends and technologies in L&D.
  • Joining professional networks or communities of practice for L&D leaders, especially those focused on Operations or industrial training.
  • Subscribing to leading L&D publications and research journals to keep your knowledge current.
  • Seeking out opportunities to mentor junior L&D professionals, which solidifies your own understanding and leadership skills.
  • Engaging in continuous learning around business strategy, operational excellence, and emerging technologies (like AI) to ensure your learning strategy remains relevant.

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-Powered Learning Strategy & Governance

AI is rapidly transforming how content is created, personalised, and delivered. As a manager, you'll need to define how your team uses AI ethically and effectively, ensuring quality and compliance while maximising efficiency.

  • Ethical AI in L&D
  • AI Content Curation & Personalisation
  • AI-Driven Performance Support
  • Prompt Engineering for L&D

Advanced Learning Analytics & Business Intelligence

Moving beyond basic completion rates, the expectation is to deeply integrate learning data with operational performance data to prove tangible business impact. This requires a more sophisticated approach to data analysis and visualisation.

  • Learning Record Stores (LRS) & xAPI
  • Data Visualisation for ROI
  • Predictive Analytics in L&D
  • Correlation vs. Causation in Learning Impact

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Instructional Design Models (Strategic Application)
  • Kirkpatrick's Four-Level Training Evaluation (ROI Focus)
  • Adult Learning Theory (Organisational Application)
  • Training Needs Analysis (Strategic & Proactive)
  • SOP Development & Process Mapping (Governance)
  • Performance Consulting (Business Partnering)

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

    Lead Instructional Designer / Training Program Manager (L4)

    3-5 years in previous role

    Skills to master

    • At this level, you'll have mastered leading complex training projects, designing entire learning curricula, and managing significant training initiatives. You'll have proven your ability to influence stakeholders and deliver measurable results.

    You're ready to move on when

    • Successfully managed a portfolio of 3-5 concurrent training programmes from end-to-end.
    • Consistently received positive feedback from senior stakeholders on your strategic input and project delivery.
    • Demonstrated ability to mentor junior team members and contribute to their development.
    • Proven track record of connecting learning outcomes to business results, even if on a project-by-project basis.
  2. 2

    Senior Operations Training Specialist (L3) with significant leadership experience

    5-7 years in previous role, with additional leadership responsibilities

    Skills to master

    • While not a formal manager, you'd have taken on significant informal leadership, mentoring multiple junior specialists, leading major workstreams, and acting as a de facto team lead on complex projects. You'd have a deep understanding of instructional design and programme management.

    You're ready to move on when

    • Led multiple high-impact training development projects, often acting as the primary point of contact for operational leaders.
    • Consistently mentored 2-3 junior specialists, helping them develop their skills and navigate project challenges.
    • Demonstrated ability to conduct thorough training needs analyses and propose strategic solutions, not just execute requests.
    • Proven capability to manage project budgets and timelines effectively, even without formal P&L ownership.
  3. 3

    Operations Manager with L&D Specialisation

    5-8 years in Operations management, with a clear focus on training and people development

    Skills to master

    • You'd have come from a direct operational management role, where you were responsible for training your own teams, developing SOPs, and driving performance through skill development. You'd bring a deep understanding of the operational realities and challenges.

    You're ready to move on when

    • Successfully managed an operational team, with demonstrable improvements in their performance and skill levels.
    • Initiated and led significant internal training programmes for your operational teams.
    • Developed and implemented clear Standard Operating Procedures (SOPs) and ensured their adoption through effective training.
    • Proven ability to translate operational challenges into actionable training and development plans for your team.

15Where this role leads

The long view: This work can lead to broader people leadership or operations management roles, or specialist work improving performance across a whole operation.

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 Operations Training Manager is actually changing.

Where it leads

Roles this leads to

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

  • Head of Learning & Development (Enterprise-wide)

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 Provide learning opportunities for colleagues, worked against Operations Training Manager.

Provide learning opportunities for colleagues Level 5

Applied to your work in Operations Training Manager

This unit aims to equip learners with the skills to encourage learning and development in colleagues. Learners will be able to help colleagues identify learning needs, plan and implement learning opportunities, and review and update their development plans.

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
Operations Training Manager
  • Instructional Design Models (Strategic Application)
  • Kirkpatrick's Four-Level Training Evaluation (ROI Focus)
  • Adult Learning Theory (Organisational Application)
  • Training Needs Analysis (Strategic & Proactive)
  • SOP Development & Process Mapping (Governance)
  • Performance Consulting (Business Partnering)
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

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

  1. Director of Operations Enablement (L6)

    3-5 years in Operations Training Manager role

    This is a significant step up, moving from managing a function within a business unit to shaping the entire operational capability strategy across multiple business units.

    • Organisational Design Structuring teams and functions for optimal operational capability.
    • Enterprise Learning Architecture Designing a cohesive learning ecosystem for the entire Operations division.
    • Strategic Vendor Management Managing relationships with key strategic partners and large-scale learning technology providers.
    • M&A Integration (Learning Aspect) Leading the integration of learning and talent development during mergers and acquisitions.

  2. Head of Learning & Development (Enterprise-wide)

    4-6 years in Operations Training Manager role

    This pathway involves broadening your scope beyond Operations to lead the entire L&D function for the organisation, covering all departments.

    • Talent Management Integration Connecting learning initiatives with broader talent acquisition, performance management, and succession planning.
    • Organisational Culture & Engagement Using learning as a lever to shape company culture and drive employee engagement.
    • L&D Technology Roadmap (Enterprise) Owning the strategic direction and investment in learning technologies for the entire organisation.
    • External Representation Representing the company's learning capabilities externally to industry bodies and potential talent.
Working with AI on the job

Working with AI

Where AI is starting to help

As an Operations Training Manager, your time is gold. Imagine cutting down on the tedious parts of content creation, assessment design, and even stakeholder communication. AI isn't just a buzzword; it's a practical toolkit that can seriously boost your team's output and free you up for more strategic work.

We're embedding AI tools across our Operations department to make everyone's lives easier and more productive. For you and your team, this means less time wrestling with first drafts or manual data analysis, and more time focusing on high-impact learning strategy and direct coaching. Think of AI as your smartest, fastest assistant, ready to tackle the repetitive stuff.

Automated First-Draft Creation

Imagine feeding AI raw SOPs, process maps, or even video recordings of a task. It'll then spit out a structured first draft of a training script, a facilitator guide, or an e-learning storyboard. This isn't about replacing your team's creativity, but about giving them a massive head start, letting them focus on refinement and engagement rather than staring at a blank page. For you, it means faster content cycles and quicker programme launches.

Smart Assessment Generation & Analysis

Give AI your core learning objectives and source content, and it'll generate a bank of relevant knowledge checks, scenario-based questions, and final assessment items at varying difficulty levels. Beyond creation, AI can help analyse assessment results, identifying common misconceptions or areas where training needs improvement, giving you actionable insights faster than manual review ever could. This means more targeted interventions and better proof of learning.

Rapid SME Interview Synthesis

Record those crucial conversations with Subject Matter Experts. AI can provide a full transcript, a concise summary, and even pull out key learning points and action items. This eliminates manual note-taking and synthesis for your team, drastically cutting down the time from interview to actionable content. For you, it means your team spends less time on admin and more time designing impactful learning.

Content Localisation & Adaptation Oversight

For our global operations, AI can perform initial translations of training materials and adapt the tone and examples for different cultural or regional contexts. Your team then reviews and refines, ensuring accuracy and cultural relevance. This massively speeds up the rollout of consistent training across different geographies, allowing your team to manage more complex, multi-region programmes efficiently.

Common questions

Common questions

How do you become an Operations Training Manager?

Common routes in include Lead Instructional Designer / Training Program Manager (3-5 years in previous role), Senior Operations Training Specialist with significant leadership experience (5-7 years in previous role, with additional leadership responsibilities) and Operations Manager with L&D Specialisation (5-8 years in Operations management, with a clear focus on training and people development). Times vary with prior experience.

Where can an Operations Training Manager progress to?

This role can lead on to Director of Operations Enablement (3-5 years in Operations Training Manager role) and Head of Learning & Development (Enterprise-wide) (4-6 years in Operations Training Manager role), depending on the skills you build.

What new skills matter most for an Operations Training Manager?

Increasingly, AI-Powered Learning Strategy & Governance and Advanced Learning Analytics & Business Intelligence. 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 built here, designing training, improving operational performance, leading people, and using data to guide decisions, transfer well. They can lead to wider HR leadership, general operations management, or consulting on organisational effectiveness and talent development in industrial sectors. Understanding how people learn and perform in complex operations is useful across many industries.

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

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my 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.