UK

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

Director, Corporate Strategy & Planning

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports3-8 reports
  • Reports toVP, Corporate Strategy
  • UK framework levelUsually someone running a function, or a director

Also advertised as Head of Strategic Planning · Senior Planning Manager · Strategy Lead

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 3 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 3 standards
Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 3 standards
Level 6 Diploma in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 3 standards
TQUK Level 6 Diploma in Digital Leadership (RQF) Training Qualifications UK Ltd · Level 6 · covers 1 of 3 standards
NOCN Level 4 certificate for Data Analysts NOCN · Level 4 · covers 2 of 3 standards

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

The units you would start with

Data Analysis and Visualisation OTHM Level 7 Diploma in Data Science
Data-led Decision Making Level 6 Award in Data-led Decision Making
Data science TQUK Level 6 Diploma in Digital Leadership (RQF)
Data Analytics Primer NOCN Level 4 certificate for Data Analysts

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
Foresight Fluency seeing round the corner
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Director, Corporate Strategy & Planning

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

  1. Data Analysis and Visualisation OTHM Qualifications · covers 2 of 3 standards Level 7
  2. Data-led Decision Making Institute of Sales Professionals · covers 1 of 3 standards Level 6
  3. Data science Training Qualifications UK Ltd · covers 1 of 3 standards Level 6
  4. Data Analytics Primer NOCN · covers 2 of 3 standards Level 4
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director, Corporate Strategy & Planning?

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

  • Prompt Engineering & LLM Integration for Strategic Analysis
  • Advanced Data Storytelling for Boardrooms
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, Corporate Strategy & Planning 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 owns the strategic planning cycle for the business, setting direction and turning plans into action across business units.

4What you'd actually use

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

Anaplan / Pigment Strategic

Mandating platform use for LRP/AOP, approving model architecture decisions, and using executive dashboards for high-level 'what-if' analysis and strategic reviews. You'll be the one questioning the underlying assumptions.

Tableau / Power BI Strategic

Defining the overall BI strategy for the Corporate Strategy function. Consuming executive dashboards to drive strategic conversations, and critically questioning the data lineage and governance behind the visuals presented by your team.

Excel (Advanced) Strategic

Reviewing and pressure-testing complex financial models built by your team. You'll focus on the strategic assumptions, the sensitivity analyses, and the outputs, rather than getting bogged down in individual formulas (though you'll spot errors when they matter).

SQL (PostgreSQL/Snowflake) Architect

Understanding the enterprise data architecture and being able to specify precise data requirements to the data engineering team for new strategic projects. You won't be writing daily queries, but you'll know exactly what data you need and how to get it.

Gartner / CB Insights Strategic

Managing the relationship with these vendors. Using their insights to challenge internal thinking, inform M&A targets, and validate market entry decisions. You'll direct your team on how to best use these resources.

Miro / Mural Strategic

Using the output of Miro boards as key artefacts in executive presentations to demonstrate collaborative strategy formulation. You'll direct your team in designing and facilitating complex strategic workshops.

Diligent Boards / Nasdaq Boardvantage Advanced

Navigating the platform to review board packs, manage meeting agendas, and communicate securely with board members. You'll be responsible for ensuring your team's contributions to board materials are accurate and timely.

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 Project Prioritisation Follows supervisor's prioritisation. Proposes project prioritisation for own workstreams, seeks manager approval. Prioritises projects within own workstreams, consults Director on cross-functional impact.
Team Hiring & Performance No hiring authority. Provides feedback on peers if asked. Participates in interviews for junior roles, provides feedback. Interviews and provides strong recommendations for junior/mid-level hires. Mentors 0-2 individuals.
Budget Allocation (Functional) No budget authority. Manages small project budgets (e.g., £1K for software licences). Manages project budgets up to £5K, recommends larger spends.
M&A Target Recommendation Supports due diligence data gathering. Conducts initial market research on potential targets. Develops initial strategic rationale and high-level synergy estimates for potential targets.

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.

Strategic Initiative P&L Impact
The direct financial contribution (incremental revenue or cost savings) from strategic initiatives led or significantly influenced by your team.
Target · Contribute to >£10M in incremental revenue or >£5M in cost savings annually.

Your team's analysis identifies a new market segment, leading to a product launch that generates £12M in new revenue in its first year. Or, a cost optimisation strategy saves £6M across operations.

Market Share Growth in Key Segments
Measurable increase in our company's market share within specific strategic segments where your team's plans are focused.
Target · Achieve +2 percentage points increase in market share in at least two defined strategic segments per year.

After your team's deep dive into a new vertical, we implement a targeted strategy, and our market share in that vertical jumps from 8% to 10% within 12 months.

M&A Synergy Realisation
The actualisation of projected revenue and cost synergies from M&A deals that your team helped evaluate and build the strategic case for.
Target · Successfully closed M&A deals deliver on their synergy case within 24 months, with <10% variance.

We acquire 'Company X' based on your team's synergy model predicting £3M in cost savings and £5M in revenue uplift. Two years later, we've realised £2.8M in cost savings and £4.5M in revenue uplift, hitting the target.

Long-Range Plan (LRP) Accuracy
How closely the 3-5 year financial projections in the LRP (which your team owns) align with actual performance over time.
Target · <10% variance between LRP projections and actuals for revenue and EBITDA after 2 years.

The LRP you developed in 2023 projected £100M revenue for 2025. If actual 2025 revenue is £95M, that's a 5% variance, which is good.

Strategic Alignment & Buy-in
The degree to which business unit leaders and other key stakeholders understand, agree with, and actively support the corporate strategy and planning outputs.
  • Business Unit GMs proactively incorporate strategic priorities into their own plans. You're consistently invited to key cross-functional planning meetings. People actively quote elements of the corporate strategy in their own presentations. There's less 're-litigating' decisions that were made at the corporate level.
Quality of Strategic Insights
How well your team's analysis uncovers non-obvious market opportunities, competitive threats, or internal capabilities that fundamentally shift our strategic thinking.
  • Executive leadership frequently references your team's insights in strategic discussions. Your team's work leads to a material change in product roadmap or market focus. Your team's presentations are seen as 'must-attend' for senior leaders. You're asked to present to the Board on specific topics.
Team Development & Retention
The growth and stability of your direct reports, showing you're building a strong, capable strategy function.
  • Your direct reports are consistently meeting or exceeding performance expectations. At least one team member is promoted or takes on significantly expanded responsibilities annually. Voluntary attrition within your team is below the company average. Other teams actively try to 'poach' your talent (a good sign!).
Effective Cross-Functional Influence
Your ability to influence decisions and drive action across different departments without direct authority, getting everyone pulling in the same direction.
  • You're able to get Sales and Product to agree on market segmentation. Finance signs off on investment proposals based on your team's strategic rationale. You're seen as a trusted advisor by Business Unit GMs, not just 'corporate overhead'. Projects that your team champions get prioritised and resourced.

7Would you like it

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

What people enjoy
Shaping the Company's Future

You'll be working on projects that directly influence where the company invests its money, which markets we enter, and even what companies we might acquire. Your team's work is literally defining our next 3-5 years.

Leading the annual LRP process, you see your team's market entry analysis get approved and funded, knowing it will generate millions in revenue down the line.

Solving Complex, Ambiguous Problems

You'll be given big, hairy questions with no easy answers, like 'How do we double our revenue in 5 years?' or 'What's our play in the emerging AI market?' You'll love digging into the data, building models, and piecing together the puzzle.

Tasked with understanding a new competitive threat, you lead your team through deep research, scenario planning, and present a clear, actionable defence strategy to the executive team.

Developing and Mentoring Talent

You'll get a real kick out of seeing your team members grow. You'll spend time coaching them through tough analyses, teaching them how to present to senior leaders, and helping them navigate their careers.

One of your Senior Managers successfully leads their first major strategic project independently, presenting to a Business Unit GM with confidence, all thanks to your guidance.

What frustrates people
  • The 'Ivory Tower' Perception: Being seen as out-of-touch corporate overhead that creates theoretical strategies without understanding the front-line reality.
  • Forecast Sandbagging: Fighting the constant battle against business unit leaders who submit overly conservative forecasts to make their targets easier to hit, undermining the accuracy of the enterprise plan.
  • The CEO's 'Shiny Object' Syndrome: Spending weeks on rigorous analysis only to have it derailed by a 'great idea' the CEO heard at a conference.
  • Death by a Thousand Re-cuts: The endless requests to slice the data and re-format the presentation for slightly different audiences, turning a strategic role into a PowerPoint factory.
  • The Strategy-Execution Gap: Watching a carefully crafted and approved strategy fail because of a lack of operational follow-through, budget allocation, or clear ownership.
  • Data Janitor Duty: Realising that 50% of 'strategic analysis' is actually just cleaning, joining, and begging for messy data from five different siloed systems before any real work can begin.
  • Being the Scapegoat: When a strategic bet doesn't pay off or the market turns, the strategy team is often the first to be blamed, regardless of execution failures.
What this role does not give you
  • A predictable, routine work schedule with minimal changes to priorities.
  • Immediate gratification or seeing every single piece of your work make it to production.
  • A role where you're always the 'popular' department; sometimes you'll be the bearer of bad news or the one asking tough questions.
  • A role where you're solely focused on execution rather than long-term vision and planning.

8Who you work with

This role directly shapes the company's strategic direction, influencing multi-million-pound investment decisions, market entry strategies, and potential M&A activities. Your team's output forms the backbone of board presentations and investor communications. Get it right, and you're driving significant value creation; get it wrong, and you're costing the company millions and potentially derailing our future.

Inside the business
  • CFO and Finance leadership
  • Business Unit General Managers
  • Head of Product & Engineering
  • Head of Sales & Marketing
  • Legal & Compliance
Outside the business
  • M&A targets and advisors
  • Gartner/CB Insights (research partners)
  • Industry analysts

9What you need before you start

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

  • Proven track record of leading complex strategic projects from conception to recommendation, typically gained in a top-tier management consulting firm or an in-house corporate strategy team.
  • Demonstrable experience in building and managing high-performing teams, including coaching, mentorship, and performance management.
  • Extensive experience with long-range financial modelling, including P&L, Balance Sheet, and Cash Flow statements, and a strong grasp of valuation methodologies.
  • Deep understanding of M&A processes, including target identification, strategic rationale development, and synergy modelling.
  • Exceptional executive presence and communication skills, with a history of presenting to and influencing C-suite executives.

10What to practise next

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

Anaplan/Pigment Model Architecture & Governance

As our planning models become more complex and integrated, your understanding needs to move from 'how to build' to 'how to govern'. You'll need to direct the architecture, ensuring scalability, data integrity, and alignment with enterprise data strategy.

Enterprise Model Design Patterns · Data Flow & Integration Strategy · User Access & Security Governance

  • This quarter: Review the current Anaplan/Pigment architecture with the platform owner. Identify 2-3 areas for improvement.
  • Next quarter: Lead a project to refine our model governance framework, focusing on data quality and user access controls.
  • Within 6 months: Engage with platform vendor roadmaps to anticipate future capabilities and their strategic implications.

Quick win: Ensure your team is consistently documenting model changes and data definitions within the platform.

Advanced BI & Data Visualisation Strategy

The sheer volume of data means that simply having dashboards isn't enough. You'll need to direct the creation of highly curated, executive-level BI solutions that cut through the noise and directly inform strategic decisions. This means less 'what happened' and more 'why it happened' and 'what we should do'.

Executive Dashboard Design Principles · Narrative Visualisation · Data Governance & Lineage for BI

  • This quarter: Work with the BI team to audit our current executive dashboards. Are they actually driving decisions?
  • Next quarter: Sponsor a project to redesign 1-2 critical strategic dashboards, focusing on 'so what' and 'now what'.
  • Within 6 months: Establish a quarterly review process for BI outputs with key stakeholders to ensure ongoing relevance and impact.

Quick win: Challenge your team to simplify their dashboard designs. Less is often more when communicating with executives.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and webinars (e.g., Gartner, Forrester, Economist events) to stay abreast of market trends and competitive dynamics.
  • Actively participate in professional strategy networks or forums to share best practices and build your professional network.
  • Commit to continuous learning in emerging technologies (e.g., AI, advanced analytics) and their strategic implications.
  • Seek out mentorship from senior leaders within and outside the organisation to refine your leadership and influencing skills.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

Prompt Engineering & LLM Integration for Strategic Analysis

Competitors are already using Large Language Models (LLMs) to draft market reports in minutes that used to take hours. Strategy teams who figure this out will outproduce peers 3:1, allowing them to focus on deeper insights and less on grunt work. This isn't future-gazing; it's happening now.

  • Context Windows & Token Limits
  • Temperature Settings for Different Tasks
  • RAG Architectures for Proprietary Data
  • Output Validation & Hallucination Detection
  • Prompt Chaining for Complex Analysis

Advanced Data Storytelling for Boardrooms

With the explosion of data, the ability to simply present numbers isn't enough. Executives and Board members are time-poor; they need clear, compelling narratives that distil complex data into actionable insights, showing the 'so what' and 'now what' without jargon. This skill differentiates good strategists from great ones.

  • Narrative Arc Construction
  • Visualisation Best Practices for Executives
  • The 'So What' and 'Now What' Framework
  • Audience-Centric Communication
  • Handling Challenging Questions with Data
  • Anticipating objections and preparing data-backed

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Strategic Framework Application
  • Long-Range Financial Modelling (LRP)
  • Total Addressable Market (TAM) Analysis
  • Scenario Planning & War Gaming
  • M&A Target Evaluation & Synergy Modeling
  • Balanced Scorecard / OKR Cascade

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

    Management Consulting (Senior Engagement Manager / Junior Partner)

    Transition typically after 8-12 years in consulting, with 3-5 years at Manager/Senior Manager level.

    Skills to master

    • Client relationship management, hypothesis-driven problem-solving, structured communication, team leadership, and exposure to diverse industries/strategic challenges.

    You're ready to move on when

    • Successfully led multiple strategic projects end-to-end for large clients.
    • Managed and developed teams of 3-5 consultants per project.
    • Proven ability to influence senior client stakeholders and drive consensus.
    • Strong track record of business development or significant contribution to proposals.
  2. 2

    In-house Corporate Strategy (Lead Strategist / Principal)

    Progression after 5-8 years in a Lead or Principal Strategist role within a large, complex organisation.

    Skills to master

    • Deep understanding of a specific industry, navigating internal politics, long-range planning, M&A integration, and driving strategy execution within an operating company.

    You're ready to move on when

    • Owned major components of the annual strategic planning process (e.g., LRP, market intelligence).
    • Influenced senior internal stakeholders (VPs, GMs) on strategic direction.
    • Managed small teams or mentored junior strategists effectively.
    • Demonstrated impact on multi-million-pound strategic initiatives.
  3. 3

    Investment Banking / Private Equity (VP / Principal)

    Transition after 8-10 years in banking/PE, with 2-4 years at VP/Principal level.

    Skills to master

    • Advanced financial modelling, valuation techniques, due diligence, M&A transaction execution, and understanding of capital markets.

    You're ready to move on when

    • Led deal execution from origination to close for multiple transactions.
    • Developed complex financial models for valuation and synergy analysis.
    • Managed junior bankers/associates through deal processes.
    • Strong grasp of market dynamics and competitive positioning.

15Where this role leads

The long view: This role gives close exposure to how a growing company works and the strategic choices it faces. It can lead to roles such as Chief Strategy Officer or General Manager, or into wider operational leadership.

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, Corporate Strategy & Planning 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 Analysis and Visualisation, worked against Director, Corporate Strategy & Planning.

Data Analysis and Visualisation Level 7

Applied to your work in Director, Corporate Strategy & Planning

1. To enable the learner to critically analyse the theoretical underpinnings of data analytics and their impact on decision-making in business management contexts. 2. To enable the learner to assess diverse data analysis activities, techniques, and tools applicable to business management scenarios. 3. To enable the learner to compare and contrast various predictive analytic techniques, evaluating their strengths and weaknesses in forecasting future business events. 4. To enable the learner to evaluate how predictive analytic techniques can be practically implemented for forecasting purposes within the business sector. 5. To enable the learner to evaluate prescriptive analytic techniques, illustrating their application with relevant examples from the business management domain. 6. To enable the learner to apply a suitable programming language or data analysis tool to conduct data analysis and visualisation tasks related to business management problems.

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

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

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See Your Progress Grow Illustration
Director, Corporate Strategy & Planning
  • Strategic Framework Application
  • Long-Range Financial Modelling (LRP)
  • Total Addressable Market (TAM) Analysis
  • Scenario Planning & War Gaming
  • M&A Target Evaluation & Synergy Modeling
  • Balanced Scorecard / OKR Cascade
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, Corporate Strategy & Planning is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Corporate Strategy

    3-5 years in the Director role, depending on company growth and individual performance.

    Level 6 (Director/VP)

    • M&A strategy definition and leading end-to-end M&A processes, including integration planning.
    • Portfolio management across diverse business lines or product categories.
    • Navigating complex regulatory and governmental affairs with strategic implications.
    • Driving innovation strategy and fostering a culture of strategic experimentation.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a big chunk of strategic planning can be a grind: sifting through reports, drafting summaries, and building initial market landscapes. But what if you could offload a significant portion of that to AI? We're not talking about replacing your brain; we're talking about giving you a powerful co-pilot.

As a Director, your time is precious. You should be focused on high-level thinking, influencing, and leading your team, not getting bogged down in repetitive research or first drafts. Our AI Productivity Hub is designed to free you and your team from the mundane, letting you focus on the truly strategic work.

Automated Competitor Intelligence Briefing

Imagine AI agents scraping and summarising competitor earnings call transcripts, press releases, and product launches into a daily or weekly email digest. It'll highlight key themes, sentiment shifts, and even potential strategic moves automatically. You get the insights without the endless reading.

Accelerated Market Trend Analysis

Feed thousands of industry reports, customer reviews, or survey responses into a Large Language Model (LLM). It'll identify emerging trends, risks, and opportunities that would be impossible for a human to read and synthesise in a reasonable timeframe. This gives your team a massive head start on understanding the market.

First-Draft Market Sizing & Landscaping

Use AI research tools to generate an initial Total Addressable Market (TAM), Serviceable Available Market (SAM), and Serviceable Obtainable Market (SOM) analysis, plus a map of key players for a potential new market. This provides a solid 'Version 0.1' for your team to then refine, validate, and build upon, saving days of initial grunt work.

Executive Summary & Memo Drafting

After your team completes a complex analysis, you can feed the key data points and conclusions to an LLM. Ask it to draft a structured executive summary or a memo in the style of a previous company document. This greatly accelerates the painful 'blank page' problem and helps you get your message across faster and more consistently.

Common questions

Common questions

How do you become a Director, Corporate Strategy & Planning?

Common routes in include Management Consulting (Senior Engagement Manager / Junior Partner) (Transition typically after 8-12 years in consulting, with 3-5 years at Manager/Senior Manager level.), In-house Corporate Strategy (Lead Strategist / Principal) (Progression after 5-8 years in a Lead or Principal Strategist role within a large, complex organisation.) and Investment Banking / Private Equity (VP / Principal) (Transition after 8-10 years in banking/PE, with 2-4 years at VP/Principal level.). Times vary with prior experience.

Where can a Director, Corporate Strategy & Planning progress to?

This role can lead on to VP, Corporate Strategy (3-5 years in the Director role, depending on company growth and individual performance.), depending on the skills you build.

What new skills matter most for a Director, Corporate Strategy & Planning?

Increasingly, Prompt Engineering & LLM Integration for Strategic Analysis and Advanced Data Storytelling for Boardrooms. 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 6

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

 More jobs in corporate strategy

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

The strategic and analytical skills built in this role carry across industries, particularly in technology, FinTech and other high-growth sectors. Some Directors of Corporate Strategy move into venture capital, private equity or start-ups, using their skills to assess market opportunities.

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 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.