UK

United Kingdom · Operations · Director/VP (16-20 years)

Director, Global Business Services

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Operations Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Operations Outsourcing · Head of Strategic Sourcing (Operations) · Global Operations Partner Director

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

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 9 standards
NCC Education Level 5 Extended Diploma in Computing with Data Science NCC Education Limited · Level 5 · covers 1 of 9 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 9 standards
Pearson BTEC Level 5 Higher National Diploma in Computing for England Pearson Education Ltd · Level 5 · covers 1 of 9 standards
Pearson BTEC Level 5 Higher National Diploma in Digital Technologies Pearson Education Ltd · Level 5 · covers 1 of 9 standards

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

The units you would start with

Data Science Foundations OTHM Level 7 Diploma in Data Science
Introduction to Data Science and Big Data NCC Education Level 5 Extended Diploma in Computing with Data Science
Data-led Decision Making Level 6 Award in Data-led Decision Making
Apply the Concepts of Data Science to Computer Engineering NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Data Analytics Pearson BTEC Level 5 Higher National Diploma in Computing for England

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
Change Fluency taking people through change
Your Plan Illustration

Built for Director, Global Business Services

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

  1. Data Science Foundations OTHM Qualifications · covers 2 of 9 standards Level 7
  2. Introduction to Data Science and Big Data NCC Education Limited · covers 1 of 9 standards Level 5
  3. Data-led Decision Making Institute of Sales Professionals · covers 1 of 9 standards Level 6
  4. Apply the Concepts of Data Science to Computer Engineering NOCN · covers 1 of 9 standards Level 5
  5. Data Analytics Pearson Education Ltd · covers 1 of 9 standards Level 5
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 Director, Global Business Services?

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

  • Ecosystem Orchestration & Platform Strategy
  • AI-Driven Strategic Sourcing & Governance
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 Director, Global Business Services plan as you set up, starting with the free Automation Fluency module. No card.

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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

This job involves shaping how outsourced services work across a global business. You decide which functions go to external partners, oversee multi-year sourcing strategy, and lead transformation across business units to get more from those partnerships.

4What you'd actually use

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

SAP Ariba (or similar enterprise procurement suite) Strategic

Leading the strategic deployment and optimisation of the platform for enterprise-wide sourcing events, contract management, and spend analytics to drive global consolidation and savings initiatives. You'll be using the data for board-level insights, not just processing POs.

Icertis (or similar enterprise CLM platform) Architect

Designing the enterprise contract repository structure, establishing policy for global clause libraries, and using advanced AI features for risk analysis across the entire contract portfolio to inform strategic decisions and M&A due diligence.

Power BI / Tableau (or similar enterprise BI tool) Strategic

Governing the enterprise analytics environment for vendor performance, defining the single source of truth for operational and financial metrics, and presenting high-level insights to executive leadership and the Board. You'll be asking the hard questions of the data, not just building dashboards.

ServiceNow GRC (or similar enterprise GRC platform) Architect

Designing and implementing the company's third-party risk management (TPRM) framework within the platform, setting risk appetite, and reporting on aggregate risk exposure to the Board. This includes integrating with other systems for a holistic view of enterprise risk.

SAP S/4HANA (or similar enterprise ERP system) Strategic

Modelling the financial impact of major sourcing decisions, strategic investments, and M&A integrations within the ERP. Collaborating with Finance leadership on integrating procurement and operations modules with core finance for accurate P&L reporting and forecasting.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Outsourcing Model Design No involvement beyond understanding the chosen model. Proposes minor adjustments to existing models based on operational feedback. Designs new outsourcing models for specific workstreams, presenting options to Director.
Vendor Contract Approval Escalates all contract-related queries to supervisor. Reviews and flags non-standard clauses for routine contracts (up to £50K). Approves SOWs and minor contract amendments (up to £250K) within established frameworks.
Third-Party Risk Mitigation Strategy Logs vendor-related incidents following defined procedures. Completes pre-defined risk assessments and tracks remediation tasks for assigned vendors. Manages the vendor risk assessment process for a key vendor, identifying and mitigating operational risks.

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.

Total Cost of Ownership (TCO) Reduction
The overall reduction in the true cost of outsourced services across the entire enterprise portfolio, including all direct and indirect costs.
Target · Deliver £5M+ in annual TCO reduction across the global sourcing portfolio.

Identifying opportunities to consolidate vendors, renegotiate enterprise-level contracts, or re-engineer processes that result in a net saving of £6.2M over the financial year, after accounting for transition costs.

Operational Efficiency Improvement (Business Unit Level)
The percentage improvement in key operational metrics (e.g., cycle time, throughput, error rate) within business units that use outsourced services, driven by your strategic initiatives.
Target · Improve overall operational efficiency by 15% across targeted business units through strategic partner consolidation and process re-engineering.

Through a strategic shift to a new BPO partner and process redesign, the customer service department's average handle time reduced by 18% and first call resolution increased by 10% within 12 months.

Vendor-Related Critical Risk Incident Reduction
The number of high-severity incidents linked to outsourced services (e.g., major data breaches, significant service outages, compliance failures) as a percentage of total incidents.
Target · Reduce vendor-related critical risk incidents by 30% year-over-year through improved Third-Party Risk Management (TPRM) framework.

After implementing a new TPRM framework, the number of critical data security incidents originating from third-party vendors dropped from 8 to 5 in a year, representing a 37.5% reduction.

Strategic Partnership Adoption Rate
The percentage of business units or functions that have successfully adopted and integrated new strategic outsourcing partnerships or models you've introduced.
Target · Achieve 80% adoption of new global shared services model across relevant business units within 24 months.

Successfully transitioned 7 out of 9 eligible regional finance functions to a newly established global shared service centre within the target timeframe, hitting 78% adoption.

Executive & Board Confidence
How much the C-suite and Board trust your strategic recommendations and feel informed about our outsourcing posture and risks.
  • You're proactively consulted on major strategic decisions involving external partners. Your board presentations are clear, concise, and lead to decisive action. You're seen as the go-to expert for all things outsourcing, risk, and global operations. They don't just listen
  • they act on your advice.
Organisational Transformation Leadership
Your ability to lead and drive significant, often complex, organisational changes related to outsourcing, ensuring smooth transitions and buy-in.
  • Major outsourcing initiatives are delivered on time and within budget, with minimal disruption to business operations. You're able to secure cross-functional buy-in for difficult changes. Post-implementation reviews show high satisfaction from affected business units and clear achievement of strategic objectives.
Strategic Vendor Relationship Health
The overall health and strategic alignment of our relationships with key, enterprise-level outsourcing partners.
  • Key vendors see us as a 'partner of choice' and proactively bring us innovative solutions. Joint executive steering committees are productive and forward-looking. Contractual disputes are rare and resolved amicably, reflecting a strong, trust-based relationship at the highest levels.
Talent Development & Team Strength
Your effectiveness in building, mentoring, and retaining a high-performing team of outsourcing professionals who can execute your strategic vision.
  • Your direct reports are consistently promoted or take on expanded responsibilities. You have a clear succession plan for key roles. Your team is highly engaged, and internal feedback mechanisms (e.g., pulse surveys) show high morale and a strong sense of purpose within your function.

7Would you like it

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

What people enjoy
Driving Enterprise-Wide Transformation

You'll spend your days designing and implementing large-scale changes that redefine how different parts of the business operate. This means leading complex projects, challenging existing norms, and seeing your strategic vision come to life across multiple countries or business units.

Leading the initiative to consolidate 10 regional finance outsourcing contracts into a single global shared service model, resulting in significant cost savings and improved control.

P&L Ownership & Strategic Impact

You'll be directly accountable for multi-million-pound P&L lines related to outsourced services. This means constantly looking for ways to optimise costs, drive efficiency, and make strategic investments that yield significant returns. Your decisions will directly impact the company's financial health and strategic direction.

Presenting a £10M cost-saving strategy to the board, detailing how a new outsourcing model will reduce operational expenditure over the next three years.

Building & Mentoring High-Performing Teams

You'll be responsible for recruiting, developing, and inspiring a team of senior outsourcing professionals and managers. This involves setting a clear vision, empowering your leaders, and ensuring they have the resources and guidance to succeed. You'll get satisfaction from seeing your team grow and deliver exceptional results.

Developing a succession plan for your key managers, identifying high-potential individuals, and sponsoring their development through executive coaching and strategic project assignments.

What frustrates people
  • Dealing with internal resistance from business units who don't want to change their long-standing (but inefficient) vendor relationships.
  • The sheer complexity of integrating new outsourcing models across multiple geographies and regulatory environments.
  • Having to justify the 'cost of governance' to executives who only see the direct vendor fee, not the strategic value of your function.
  • Managing the political fallout when a major outsourcing decision doesn't go as planned, even if the root cause was outside your control.
  • The constant need to balance short-term cost pressures with long-term strategic investments in our operational capabilities.
What this role does not give you
  • A quiet, predictable routine. Every day brings new challenges and often new crises.
  • The luxury of focusing on just one area or one vendor; you'll be juggling a massive portfolio.
  • An easy path to consensus; you'll often be the one making tough calls that aren't universally popular.
  • Immediate gratification for every decision; many of your strategic initiatives will take years to fully mature.

8Who you work with

This role directly drives the efficiency, cost-effectiveness, and scalability of our entire operational footprint. Your decisions on outsourcing strategy, vendor selection, and performance governance directly impact our P&L by millions of pounds, influence our market position, and shape our ability to respond to market changes. You're essentially building the operational engine that allows the company to grow and compete.

Inside the business
  • Chief Operations Officer (COO)
  • Chief Financial Officer (CFO)
  • Heads of Business Units (e.g., Head of Retail, Head of Digital)
  • Legal & Compliance Director
  • Head of HR
  • Board of Directors (for strategic updates)
Outside the business
  • Strategic Outsourcing Partners (CEO/VP level)
  • Industry Analysts & Consultants
  • Regulatory Bodies (where applicable)
  • Potential M&A targets (for integration planning)

9What you need before you start

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

  • Proven track record of 16-20 years in senior operational leadership roles, with a significant focus on global outsourcing, strategic sourcing, or shared services.
  • Demonstrable experience managing P&L for multi-million-pound operational budgets, with a clear history of delivering significant cost savings and efficiency gains.
  • Extensive experience leading large-scale organisational transformations and change management programmes, ideally involving the transition of functions to external partners.
  • A history of successfully building, leading, and mentoring large teams (including managers) in a complex, global environment.
  • Proven ability to influence and present to C-suite executives and Board members, with examples of driving strategic decisions at the highest levels.
  • Deep expertise in enterprise-level contract negotiation, third-party risk management, and governance frameworks for complex outsourcing relationships.
  • Experience with M&A integration from an operational or outsourcing perspective.

10What to practise next

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

Enterprise Architecture for Outsourced Operations

As we move towards more integrated, platform-based operations, you'll need a solid understanding of enterprise architecture principles to ensure our outsourced services fit seamlessly into our overall technology landscape, avoiding silos and ensuring data integrity.

Microservices & API Integration · Cloud-Native Operations · Data Mesh & Data Fabric

  • This quarter: Engage with our Enterprise Architecture team to understand our current architectural principles and future roadmap.
  • Next 6 months: Take an online course on cloud architecture fundamentals (e.g., AWS Certified Cloud Practitioner, Azure Fundamentals).
  • Next 12 months: Lead a project to rationalise data flows between a key outsourced partner and our internal systems, focusing on API integration.
  • Ongoing: Read up on industry best practices for data governance in hybrid cloud environments.

Quick win: Work with IT to map the current data flow and system integrations for your top 3 strategic vendors. Identify any manual hand-offs or data silos that could be automated or improved.

Advanced Data Governance & Analytics for Ecosystems

With a growing number of external partners and internal systems, ensuring data quality, security, and consistent governance across the entire operational ecosystem becomes paramount. You'll need to define and enforce policies that span organisational boundaries.

Federated Data Governance · Data Lineage & Auditability · Real-time Operational Analytics

  • This quarter: Partner with our Data Governance office to understand existing policies and identify gaps related to outsourced data.
  • Next 6 months: Lead the development of a 'data sharing agreement' template for new strategic vendors, focusing on governance clauses.
  • Next 12 months: Champion a project to implement a real-time performance dashboard that pulls data directly from a key vendor's systems.
  • Ongoing: Participate in industry forums on data governance best practices for multi-party environments.

Quick win: Review the data governance clauses in our top 5 vendor contracts. Are they robust enough for future needs? Where are the gaps?

11Staying current once you are in

What people here do to keep up
  • Regularly attending and speaking at industry conferences on global operations, strategic sourcing, and digital transformation.
  • Participating in executive leadership programmes or peer networks focused on C-suite development and strategic decision-making.
  • Engaging in continuous learning around emerging technologies like AI, blockchain, and cloud architecture, specifically their application in operations.
  • Mentoring junior talent within the organisation and actively contributing to thought leadership in the outsourcing space.

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.

Ecosystem Orchestration & Platform Strategy

The future isn't just about managing individual vendors; it's about orchestrating a complex ecosystem of partners, platforms, and internal capabilities. Companies are moving towards 'platform-based' operations where different providers plug into a central hub. You'll need to think about how all these pieces fit together seamlessly.

  • Platform Business Models
  • API-First Operations
  • Digital Twin of Operations
  • Network Effects in Sourcing

AI-Driven Strategic Sourcing & Governance

AI isn't just for automating tasks; it's becoming critical for strategic decision-making. From predictive analytics for vendor performance to AI-powered contract analysis and market intelligence, you'll need to know how to effectively use these tools to gain a competitive edge and drive better outcomes.

  • Generative AI for Strategy
  • Predictive Vendor Risk Analytics
  • AI in Contract Lifecycle Management
  • Ethical AI & Bias Mitigation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Sourcing Strategy & Portfolio Optimisation
  • Enterprise Third-Party Risk Management (TPRM)
  • Advanced Contract Negotiation & Governance
  • Business Process Outsourcing (BPO) Transformation
  • Total Cost of Ownership (TCO) Modelling & Value Realisation

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

    From Principal Strategist, Global Sourcing (L5)

    3-5 years as Principal Strategist

    Skills to master

    • Deepen your understanding of enterprise-wide P&L management, master board-level communication, and gain significant experience in M&A integration. You'll need to transition from setting strategy for a function to shaping it for the entire business.

    You're ready to move on when

    • Successfully led 2-3 major, multi-million-pound sourcing initiatives with clear, demonstrable TCO reduction.
    • Consistently received positive feedback from C-suite executives on your strategic insights and recommendations.
    • Built and mentored a high-performing team of outsourcing managers, with clear succession plans in place.
    • Demonstrated the ability to navigate complex organisational politics and drive change across multiple business units.
  2. 2

    From Head of Operations (Large Business Unit)

    5-7 years as Head of Operations

    Skills to master

    • Develop a global perspective on outsourcing, moving beyond managing internal operations to strategically leveraging external partners. You'll need to master enterprise-level contract negotiation and third-party risk management frameworks, which are different from internal operational risks.

    You're ready to move on when

    • Successfully managed a large operational budget and delivered significant efficiency improvements within your business unit.
    • Demonstrated strong leadership in managing large operational teams and driving performance.
    • Experience in managing external vendor relationships within your business unit, with a focus on performance and cost.
    • Proven ability to contribute to broader company strategy beyond your immediate operational domain.
  3. 3

    From Senior Management Consultant (Operations/Sourcing Focus)

    8-10 years in senior consulting roles

    Skills to master

    • Transition from advising to owning the execution and P&L. You'll need to build and lead an internal team, manage day-to-day operational realities, and navigate internal politics, which can be different from client-side consulting. You'll also need to build deep institutional knowledge.

    You're ready to move on when

    • Led multiple large-scale operations or sourcing transformation projects for major clients.
    • Demonstrated strong client relationship management at the executive level.
    • Proven ability to develop and implement strategic recommendations that deliver tangible business outcomes.
    • Experience in building and leading project teams, with a focus on developing talent.

15Where this role leads

The long view: This role can lead to chief executive positions, board level advisory work, or global shared services leadership across industries.

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 Director, Global Business Services is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Data Science Foundations, worked against Director, Global Business Services.

Data Science Foundations Level 7

Applied to your work in Director, Global Business Services

1. To enable the learner to define the scope and landscape of Data Science and differentiate the roles of Data Scientists from other IT professionals. 2. To enable the learner to evaluate key topics within Data Science, including data administration, governance, and big data sources. 3. To enable the learner to describe the architecture and core elements of Apache Hadoop. 4. To enable the learner to analyse the advantages and disadvantages of utilising Artificial Intelligence techniques in a business context. 5. To enable the learner to critically analyse the impact of Big Data on digital transformation within organisations and its effects on users. 6. To enable the learner to review strategies for ensuring data compliance and explain the responsibilities and challenges faced by data specialists.

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
Director, Global Business Services
  • Global Sourcing Strategy & Portfolio Optimisation
  • Enterprise Third-Party Risk Management (TPRM)
  • Advanced Contract Negotiation & Governance
  • Business Process Outsourcing (BPO) Transformation
  • Total Cost of Ownership (TCO) Modelling & Value Realisation
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

Director, Global Business Services is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Operations Officer (COO)

    3-5 years as Director, Global Business Services

    C-Suite (Level 7)

    • Enterprise supply chain management (end-to-end, including manufacturing/logistics if applicable)
    • Global regulatory compliance (broader than just outsourcing)
    • Digital transformation leadership (driving tech strategy across the entire business)
    • Talent strategy and organisational culture (shaping the entire company's people agenda)

  2. Chief Procurement Officer (CPO)

    3-5 years as Director, Global Business Services

    C-Suite (Level 7)

    • Category management across all spend areas (IT, marketing, HR, etc.)
    • Advanced procurement technology implementation (e.g., blockchain for supply chain transparency)
    • Global trade compliance and tariffs
    • Working capital optimisation through procurement
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the Director level, your time is precious. You shouldn't be bogged down by manual research, report drafting, or sifting through mountains of data. AI isn't just a buzzword here; it's a strategic partner that can free you up to focus on what truly matters: setting vision, driving transformation, and making those big, impactful decisions.

Imagine having a personal assistant that can instantly summarise complex market intelligence, draft executive-level reports, and even predict potential vendor issues before they escalate. That's the power of AI in this role. We're not talking about replacing your strategic brain, but augmenting it, giving you superpowers to analyse, synthesise, and communicate faster and more effectively than ever before.

Strategic Sourcing Automation

Use AI-powered procurement platforms (like next-gen SAP Ariba) to automatically identify consolidation opportunities across your global vendor portfolio, analyse spend patterns for hidden savings, and even draft initial RFP documents based on strategic requirements. This frees up your team to focus on complex negotiations rather than administrative tasks.

Predictive Operational Intelligence

Apply advanced AI and machine learning models to analyse vast datasets from your outsourced operations (e.g., call centre logs, ticket data, sensor data). This can predict potential service disruptions, identify emerging quality issues, or even forecast capacity needs across your global partners, allowing you to intervene proactively and prevent major problems.

Executive Report & Board Deck Drafting

Use generative AI tools to create the first draft of your quarterly business reviews, board presentations, and strategic whitepapers. Feed it raw data, key insights, and your strategic objectives, and it can structure arguments, summarise findings, and even suggest compelling narratives. You'll spend your time refining the message, not building slides from scratch.

Global Risk & Compliance Monitoring

Deploy AI-driven GRC platforms (like ServiceNow GRC with AI extensions) to continuously monitor geopolitical risks, regulatory changes, and vendor compliance across your entire global footprint. It can flag potential issues, assess their impact, and even suggest mitigation strategies, giving you real-time visibility into your third-party risk exposure.

Common questions

Common questions

How do you become a Director, Global Business Services?

Common routes in include From Principal Strategist, Global Sourcing (3-5 years as Principal Strategist), From Head of Operations (Large Business Unit) (5-7 years as Head of Operations) and From Senior Management Consultant (Operations/Sourcing Focus) (8-10 years in senior consulting roles). Times vary with prior experience.

Where can a Director, Global Business Services progress to?

This role can lead on to Chief Operations Officer (COO) (3-5 years as Director, Global Business Services) and Chief Procurement Officer (CPO) (3-5 years as Director, Global Business Services), depending on the skills you build.

What new skills matter most for a Director, Global Business Services?

Increasingly, Ecosystem Orchestration & Platform Strategy and AI-Driven Strategic Sourcing & Governance. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

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

Expertise in global operations, strategic sourcing and large-scale transformation applies across retail, finance, technology, logistics and manufacturing. The principles of managing outsourced services and complex operating models carry across sectors.

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.