UK

United Kingdom · Internal consulting · C-Suite (20+ years)

VP, Business Performance & Strategy

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) or Chief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief Performance Officer · Head of Enterprise Transformation · Global Head of Operational Excellence

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

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 10 standards
Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 2 of 10 standards
Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 10 standards
NCC Education Level 5 Extended Diploma in Computing with Data Science NCC Education Limited · Level 5 · covers 1 of 10 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · 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

Data Science Foundations OTHM Level 7 Diploma in Data Science
Data-led Decision Making Level 6 Certificate in Professional Sales
Lead Organisational Change Level 6 Award in Leading Organisational Change
Introduction to Data Science and Big Data NCC Education Level 5 Extended Diploma in Computing with Data Science
Apply the Concepts of Data Science to Computer Engineering NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)

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
Sustainability Fluency building care for people and planet into the work
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Your Plan Illustration

Built for VP, Business Performance & Strategy

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

  1. Data Science Foundations OTHM Qualifications · covers 2 of 10 standards Level 7
  2. Data-led Decision Making Institute of Sales Professionals · covers 2 of 10 standards Level 6
  3. Lead Organisational Change Institute of Sales Professionals · covers 1 of 10 standards Level 6
  4. Introduction to Data Science and Big Data NCC Education Limited · covers 1 of 10 standards Level 5
  5. Apply the Concepts of Data Science to Computer Engineering NOCN · covers 1 of 10 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 VP, Business Performance & Strategy?

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 & Generative AI for Strategic Decision-Making
  • Sustainability & ESG Performance Integration
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 VP, Business Performance & Strategy 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

This role looks at how a company operates today and plans how it will work better over the next three to five years. It involves shaping strategy, translating it into how the business runs, and taking part in decisions about overall performance.

4What you'd actually use

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

Microsoft Excel (Strategic Governance) Strategic

Governing the use of standardised financial models and performance dashboards across the enterprise. Championing migration to more robust platforms for critical data, but understanding Excel's role for ad-hoc strategic analysis and quick scenario planning at the executive level.

Process Mapping (Signavio, Celonis) Architect

Championing and securing funding for enterprise-grade process mining tools. Interpreting AI-driven process discovery results to identify multi-million-pound enterprise-level opportunities and inform strategic operating model decisions.

Data Visualization (Power BI, Tableau) Strategic

Defining the enterprise data visualisation strategy and governance. Ensuring all executive dashboards and reporting suites align with C-level strategic objectives and provide clear, actionable insights for Board-level decision-making.

Project & Portfolio Management (Planview, Clarity PPM) Strategic

Managing the entire portfolio of enterprise performance initiatives. Conducting resource planning, budget allocation, and risk assessment across multiple, interconnected transformation programmes, ensuring strategic alignment and optimal investment.

Enterprise Systems (SAP S/4HANA, Workday) Architect

Influencing the long-term roadmap and investment strategy for enterprise systems to improve data quality, enable advanced performance analytics, and support future operating models. Sits on key data governance and technology steering committees.

Presentation (PowerPoint, Google Slides) Expert

Presenting and defending multi-million-pound business cases, multi-year strategic plans, and enterprise transformation roadmaps to the C-suite, Board, and external investors. Crafting compelling narratives to secure buy-in and drive critical decisions.

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
Enterprise Strategy Definition No involvement beyond understanding project context. Contributes data and analysis to support strategic discussions. Leads specific strategic workstreams and makes recommendations to executive leadership.
Organisational Design & Restructuring None. Suggests minor process improvements within own workstream. Proposes structural changes for specific teams or projects.
Major Capital Allocation (e.g., £5M+ investment) None. Provides data for business cases. Develops components of business cases for project funding (up to £50K).
External Partner Selection (e.g., major consulting firm) None. Researches potential vendors. Evaluates vendor proposals for specific project needs.

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.

Enterprise P&L Impact
Validated financial impact from performance improvement initiatives across the entire organisation (cost savings, revenue enablement, capital efficiency).
Target · Achieve >£10M in validated annualised financial benefits.

Delivered £12.5M in net cost savings in FY2025 by optimising supply chain processes and reducing operational waste across three business units.

Strategic Objective Achievement
Progress against key enterprise-level strategic objectives related to operational excellence, digital transformation, or market expansion.
Target · Achieve 85%+ of annual strategic objectives within defined timelines.

Successfully launched the new enterprise-wide digital transformation programme, hitting all Q1 and Q2 milestones, including the rollout of a new CRM system to 80% of sales teams.

Organisational Capability Maturity
Improvement in the organisation's maturity level for key operational capabilities (e.g., process automation, data analytics, change management).
Target · Increase overall capability maturity score by 1.0 point annually (e.g., from 3.0 to 4.0 on a 5-point scale).

Elevated our enterprise process automation maturity from 'Ad-hoc' to 'Managed' by implementing a centralised CoE and standardising RPA deployment across departments.

Market Position & Competitiveness
Improvements in key external benchmarks related to operational efficiency, customer experience, or time-to-market compared to industry peers.
Target · Improve relative market position by >5% in two key operational benchmarks.

Reduced our average order fulfilment time by 20%, moving us from 4th to 2nd quartile in the industry for logistics efficiency, as reported by Gartner.

Board and Investor Confidence
The Board and investors trust your strategic direction and execution capabilities for business performance.
  • Regularly invited to present at Board meetings on strategic initiatives
  • positive feedback from investors during earnings calls regarding operational commentary
  • high retention of key talent within your function
  • proactive consultation on major capital allocation decisions.
Enterprise-wide Adoption of Best Practices
Your initiatives and methodologies are widely adopted and embedded across business units, not just in isolated pockets.
  • Standardised operational frameworks (e.g., Lean Six Sigma) are consistently applied across departments
  • internal audit reports confirm high compliance with new operational policies
  • business unit leaders proactively seek your team's involvement in new initiatives
  • positive feedback in internal surveys about the effectiveness of shared services or centres of excellence.
Culture of Continuous Improvement
You've fostered an organisation-wide mindset where every employee is encouraged to identify and act on improvement opportunities.
  • High participation rates in internal innovation challenges
  • significant increase in employee-submitted improvement ideas
  • business units independently launching improvement projects using your team's methodologies
  • positive feedback in employee engagement surveys regarding empowerment and problem-solving.
Regulatory & Compliance Excellence
Our operational processes consistently meet or exceed regulatory requirements, minimising risk and avoiding penalties.
  • Zero critical findings in external regulatory audits related to operational processes
  • proactive implementation of new compliance standards before they become mandatory
  • positive relationships with regulatory bodies
  • legal team consults your function on new policy interpretations.

7Would you like it

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

What people enjoy
Shaping Enterprise Destiny

You thrive on defining the strategic direction for how the entire company operates, knowing your decisions will have a multi-year impact on profitability, market share, and employee experience. You're constantly thinking about the next big shift and how we can prepare for it.

Leading the development of a new operating model that will fundamentally change how we deliver value to customers over the next five years, presenting it to the Board, and then overseeing its phased implementation.

Driving Large-Scale Transformation

You're energised by the challenge of orchestrating complex, multi-business unit change programmes that involve thousands of people, significant budgets, and high stakes. You enjoy the intricate dance of aligning diverse stakeholders towards a common, ambitious goal.

Launching an enterprise-wide digital transformation initiative that integrates AI across core functions, requiring a complete overhaul of legacy systems and a significant cultural shift, and seeing the first major milestones achieved.

Building a Legacy of Excellence

You're driven by the desire to leave a lasting mark on the organisation, creating capabilities and a culture of continuous improvement that outlives your tenure. You're focused on developing the next generation of leaders and embedding operational excellence into the company's DNA.

Establishing a world-class Centre of Excellence for Business Performance that becomes a recognised internal brand, attracting top talent and consistently delivering high-impact projects, long after you've moved on.

What frustrates people
  • Board-level politics and conflicting executive agendas that stall critical transformation programmes.
  • Major market shifts or unexpected regulatory changes that force a complete pivot on multi-year strategic initiatives.
  • The sheer scale of data complexity and the challenge of getting consistent, reliable data across disparate enterprise systems for strategic decision-making.
  • Attribution battles at the highest level: when a transformation succeeds, everyone wants the credit; if it struggles, it's suddenly 'your' project.
  • The constant need to re-sell the vision and secure buy-in from new executive leadership or a changing Board.
What this role does not give you
  • A quiet, predictable environment where you can focus solely on analysis without political interference.
  • Immediate gratification from seeing every project go from concept to completion without significant hurdles.
  • The luxury of working with perfectly clean, readily available data for every strategic decision.
  • A role where you're always the expert; you'll often be learning alongside the business and adapting your approach.

8Who you work with

This role holds ultimate accountability for the enterprise's operational performance and strategic execution. Your decisions directly influence the company's P&L (often £10M+), market competitiveness, and long-term sustainability. You're essentially the architect of how we run the business, ensuring we're efficient, effective, and ready for whatever the market throws at us.

Inside the business
  • CEO and Board of Directors
  • Chief Operating Officer (COO)
  • Chief Financial Officer (CFO)
  • Chief Technology Officer (CTO)
  • Heads of Business Units (e.g., Sales, Marketing, Product)
  • Legal & Compliance leadership
Outside the business
  • Investors and Analysts
  • Key Strategic Partners
  • Industry Regulators
  • External Consultants and Advisors
  • Media and Public Relations

9What you need before you start

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

  • Proven track record of leading major business units or large-scale transformation programmes with P&L responsibility (£5M+).
  • Extensive experience (15+ years) in internal or external consulting, driving operational excellence and strategic change at a senior leadership level.
  • Demonstrated ability to influence and gain buy-in from C-suite executives and Board members for complex strategic initiatives.
  • A deep understanding of enterprise architecture, data governance, and the strategic application of technology for business performance.
  • Experience building, leading, and developing multi-layered teams (50+ people) in a high-performance environment.

10What to practise next

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

Advanced Process Orchestration & Hyperautomation

Beyond basic RPA, organisations are moving towards hyperautomation—orchestrating AI, RPA, process mining, and low-code platforms to automate end-to-end enterprise processes. You'll need to architect these complex systems and understand their strategic implications.

Intelligent Process Automation (IPA) · Process Mining & Digital Twins · Low-Code/No-Code Platform Strategy

  • This quarter: Review vendor capabilities in hyperautomation and intelligent process orchestration.
  • Next 6 months: Lead a strategic review of our current automation landscape and identify 2-3 enterprise processes ripe for hyperautomation.
  • Next 12 months: Sponsor a pilot programme for an advanced process orchestration platform, focusing on cross-functional impact.
  • Ongoing: Stay current on Gartner/Forrester reports on automation and ensure your team is exploring these capabilities.

Quick win: Challenge your Head of Automation to present a roadmap for moving beyond basic RPA to more intelligent, end-to-end process orchestration. Ask for a brief on the strategic benefits and risks.

Data Mesh & Enterprise Data Governance

As data volumes explode, traditional centralised data warehouses struggle. A data mesh approach decentralises data ownership, treating data as a product. You'll need to champion this shift for better data quality and strategic insights.

Data as a Product · Federated Data Governance · Data Observability & Quality

  • This quarter: Consult with the CTO and Chief Data Officer on our current data architecture strategy.
  • Next 6 months: Advocate for a data mesh pilot in a critical business domain to improve data accessibility for strategic analysis.
  • Next 12 months: Co-lead the development of an enterprise data governance council, ensuring performance data is a top priority.
  • Ongoing: Understand the strategic implications of data quality and accessibility for AI and other advanced analytics initiatives.

Quick win: Ask your Head of Analytics to present on the biggest data quality challenges impacting strategic decision-making and propose a small, focused initiative to address one of them using data mesh principles.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive leadership forums, industry roundtables, and C-suite peer groups to stay abreast of market trends and best practices.
  • Engaging in executive education programmes focused on digital transformation, AI strategy, corporate governance, or global business leadership.
  • Mentoring rising talent within the organisation and actively participating in internal leadership development programmes.
  • Publishing thought leadership pieces or speaking at industry conferences to position yourself and the company as a leader in business performance and strategy.

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 & Generative AI for Strategic Decision-Making

Competitors are already using advanced AI to automate strategic analysis, predict market shifts, and even generate first drafts of complex business cases. Leaders who can harness this for enterprise strategy will outmanoeuvre those who can't. This isn't about running models; it's about governing their use and interpreting their implications at the highest level.

  • Enterprise LLM Integration & Governance
  • AI for Predictive Strategic Planning
  • Ethical AI Frameworks & Bias Mitigation
  • AI-Driven Organisational Design

Sustainability & ESG Performance Integration

ESG (Environmental, Social, Governance) factors are no longer just 'nice-to-haves'; they're critical drivers of investor confidence, regulatory compliance, and long-term business value. You'll need to embed sustainability metrics and practices directly into our core operational strategy and performance frameworks.

  • ESG Reporting Standards (e.g., GRI, SASB)
  • Circular Economy Principles
  • Carbon Footprint Measurement & Reduction
  • Social Impact Measurement

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Lean Six Sigma (Strategic Application)
  • Root Cause Analysis (Enterprise-level)
  • Change Management (Organisational Transformation)
  • Business Process Re-engineering (Enterprise Redesign)
  • Organisational Design & Capability Modeling
  • Balanced Scorecard (BSC) & OKRs (Enterprise Frameworks)

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

    Director/VP, Business Performance or Operations (Large Enterprise)

    5-10 years at Director/VP level

    Skills to master

    • Leading multi-million-pound P&Ls, managing large (50-100+) teams, driving significant business unit transformations, and consistently influencing C-suite decisions.

    You're ready to move on when

    • Successfully delivered >£5M in validated annualised savings or revenue enablement in a previous role.
    • Consistently received top ratings from executive leadership for strategic impact and execution.
    • Built and retained high-performing teams, with a strong talent pipeline.
    • Demonstrated ability to navigate complex organisational politics and drive cross-functional change.
  2. 2

    Partner/Principal, Top-Tier Management Consulting Firm

    10-15 years in consulting, reaching Partner level

    Skills to master

    • Developing and selling multi-million-pound transformation programmes, managing complex client relationships at the C-suite level, building and leading large consulting teams, and deep expertise in operational strategy.

    You're ready to move on when

    • Managed a portfolio of clients with annual billings >£5M.
    • Successfully led 3+ enterprise-wide transformation programmes for Fortune 500 clients.
    • Developed and published thought leadership in operational excellence or strategic transformation.
    • Proven ability to build strong, trusted relationships with CEOs and Boards.
  3. 3

    Chief Operating Officer (COO) or Chief Strategy Officer (CSO) of a Mid-Sized Company

    3-7 years as COO/CSO

    Skills to master

    • Full P&L ownership, board reporting, investor relations, end-to-end operational accountability, and setting the overall strategic direction for a company.

    You're ready to move on when

    • Successfully scaled a mid-sized company through a period of rapid growth or significant change.
    • Demonstrated ability to manage all aspects of operations, from supply chain to customer service.
    • Strong relationships with the Board and investors, with a clear track record of delivering against strategic goals.

15Where this role leads

The long view: This work can lead to running a whole company as chief executive, overseeing daily operations as chief operating officer, or guiding several businesses as a board member or operating partner.

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 VP, Business Performance & Strategy is actually changing.

Where it leads

Roles this leads to

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

  • Chief Executive Officer (CEO)

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 VP, Business Performance & Strategy.

Data Science Foundations Level 7

Applied to your work in VP, Business Performance & Strategy

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.

Start my VP, Business Performance & Strategy plan, free
See Your Progress Grow Illustration
VP, Business Performance & Strategy
  • Lean Six Sigma (Strategic Application)
  • Root Cause Analysis (Enterprise-level)
  • Change Management (Organisational Transformation)
  • Business Process Re-engineering (Enterprise Redesign)
  • Organisational Design & Capability Modeling
  • Balanced Scorecard (BSC) & OKRs (Enterprise Frameworks)
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

VP, Business Performance & Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Operating Officer (COO)

    3-5 years

    This is often a direct lateral or slight upward move, depending on the company's structure and the scope of the COO role. It expands your remit to full operational execution.

    • Global logistics and supply chain management.
    • Customer experience (CX) strategy and delivery.
    • Real-time operational command and control systems.
    • Large-scale workforce management and labour relations.

  2. Chief Executive Officer (CEO)

    5-10 years

    This is the ultimate leadership role, taking full accountability for the entire company's strategy, performance, and stakeholder relations.

    • Mergers & Acquisitions (M&A) strategy and execution.
    • Capital raising and financial market engagement.
    • Corporate legal and compliance oversight.
    • Brand and reputation management.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the C-suite level, your time is your most valuable asset. You're not just looking for marginal gains; you need to fundamentally shift how you operate to stay ahead. AI isn't just for junior analysts anymore; it's a strategic partner that can amplify your leadership, free up your schedule, and give you an unfair advantage in driving enterprise performance.

For a VP of Business Performance & Strategy, AI means moving beyond manual data crunching and repetitive report generation. It's about getting to the strategic 'so what' faster, synthesising vast amounts of information, and even drafting board-ready communications in a fraction of the time. This isn't about replacing your strategic brain; it's about giving you superpowers.

Automated Strategic Insights

Feed AI-powered analytics platforms (like Celonis or custom LLM integrations) with enterprise data from SAP, Workday, and other systems. It can automatically identify cross-functional bottlenecks, predict performance risks, and even suggest optimal resource allocation strategies across business units, giving you a real-time pulse on the entire organisation without waiting for weekly reports.

Enterprise Scenario Planning & Simulation

Use advanced AI models to run complex 'what-if' scenarios for major strategic decisions—think M&A integration, new market entry, or significant operating model changes. Simulate the impact of different variables (e.g., market demand, regulatory shifts, competitor actions) on P&L, operational efficiency, and supply chain resilience in minutes, not weeks, informing your board-level recommendations.

Board-Ready Report Generation

After your team completes their analysis, provide the key findings, data points, and strategic recommendations to an LLM. Ask it to generate a first draft of a concise, impactful board-level executive summary, a 5-slide strategic overview, or even a detailed investor briefing, structured for a C-suite audience and tailored to specific stakeholder concerns. This frees you up to refine the narrative, not just write it.

Policy & Governance Framework Drafting

When designing new enterprise-wide policies, operational frameworks, or governance structures (e.g., for data quality, AI ethics, or process automation), use AI to draft initial versions. Provide the core principles and objectives, and the AI can generate comprehensive policy documents, ensuring consistency, compliance, and clarity across the organisation. You'll spend your time on critical review and strategic refinement.

Common questions

Common questions

How do you become a VP, Business Performance & Strategy?

Common routes in include Director/VP, Business Performance or Operations (Large Enterprise) (5-10 years at Director/VP level), Partner/Principal, Top-Tier Management Consulting Firm (10-15 years in consulting, reaching Partner level) and Chief Operating Officer (COO) or Chief Strategy Officer (CSO) of a Mid-Sized Company (3-7 years as COO/CSO). Times vary with prior experience.

Where can a VP, Business Performance & Strategy progress to?

This role can lead on to Chief Operating Officer (COO) (3-5 years) and Chief Executive Officer (CEO) (5-10 years), depending on the skills you build.

What new skills matter most for a VP, Business Performance & Strategy?

Increasingly, AI & Generative AI for Strategic Decision-Making and Sustainability & ESG Performance Integration. 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 internal consulting

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

The skills involved, enterprise performance, strategic transformation, and operational excellence, apply across most industries. Driving efficiency, managing change, and improving processes matter in technology, finance, manufacturing, healthcare, and consumer goods alike.

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 VP, Business Performance & Strategy 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.