United Kingdom · Public Relations Communications · Director/VP (16-20 years)

Director, Change & Employee Communications

Here is the whole job, in plain words. What it is, a real day, 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.

Experience bandDirector/VP (16-20 years)
Reports toVP, Global Communications
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Internal Communications · Head of Organisational Change Comms · Director of Transformation Communications

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to Director, Change & Employee Communications

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1What this role really is

This isn't just about sending emails; it's about shaping how our entire organisation navigates massive, multi-year shifts. You'll set the strategic direction for how we talk about change, making sure our people understand, accept, and even champion big transformations. Think of it as being the chief architect for how we communicate our future, ensuring every message lands right across a complex, global business unit. You'll manage a significant budget, lead a team of talented managers, and be the trusted voice for the C-suite on all things change-related.

2What you'd actually use

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

Poppulo, Staffbase, Firstup (or similar Internal Comms Platforms)Expert

Managing platform governance, leading vendor selection and negotiation, integrating platform data with HRIS/BI tools to demonstrate comms ROI.

MS Teams, SharePoint Online, Confluence (or similar Collaboration/Intranet Tools)Expert

Architecting the overall internal digital workplace ecosystem, setting enterprise-wide governance and permissions strategy for critical information.

Qualtrics, SurveyMonkey (or similar Survey & Feedback Platforms)Expert

Designing the enterprise-wide listening strategy (pulse, annual, change-specific surveys), presenting high-level insights and recommendations to executive leadership.

Asana, Monday.com, Jira (or similar Project Management Tools)Advanced

Managing a portfolio of change projects across your team, using PM tool data to forecast resource needs, track team capacity, and report on overall comms programme health to senior leadership.

Tableau, Power BI (or similar Executive Reporting/BI Tools)Advanced

Integrating comms data with broader business performance data to show tangible ROI of comms efforts, building and presenting interactive dashboards in leadership forums and to the Board.

Workday HCM, SAP SuccessFactors, Oracle ERP (or similar HRIS/ERP Systems)Advanced

Partnering strategically with HR/IT to use system data for strategic workforce planning, predictive impact modelling, and ensuring comms are targeted effectively based on employee demographics and roles.

3What 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 choice	Coming in	Where you are now	The step above
Strategic Direction for Major Transformation Comms	N/A	N/A	You'll define and own this, consulting the VP, Global Communications, and C-suite for alignment.
Annual Comms Budget Allocation	N/A	N/A	You have full P&L authority for your £2M-£10M+ budget, reporting on spend to the VP, Global Communications.
Hiring & Organisational Design within Comms Function	N/A	N/A	Full authority for all roles within your direct and indirect reporting lines, including creating new roles and restructuring teams, with HR partnership.
Selection of External Agency Partners	N/A	N/A	You'll lead the selection process and approve contracts up to £500K, with VP alignment for larger or more strategic partnerships.
Crisis Communications Strategy & Messaging	N/A	N/A	You'll define the strategy and approve all internal messaging, working closely with Legal and Executive leadership for alignment on external statements.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Transformation Adoption Rate

The percentage of target employees or teams actively using a new system or process after a major change.

Target · Achieve >90% adoption of new technologies or processes within 6 months of launch for major programmes.

For the new CRM system, 92% of Sales reps are logging calls and updating opportunities in the new platform within 5 months, directly linked to your comms strategy.

Change-Related Help Desk Ticket Reduction

The measurable decrease in support tickets directly attributable to confusion or lack of awareness around a change initiative.

Target · Reduce change-related help desk tickets by 30% compared to similar previous projects.

After the HR system overhaul, we saw 35% fewer 'how-to' tickets for annual leave requests than with the last system, thanks to clear comms and manager toolkits.

Employee Attrition in Changing Business Units

Maintaining employee retention levels in business units undergoing significant change, indicating successful change management and communication.

Target · Maintain employee attrition rates at or below the company average in business units undergoing major transformation.

Despite a significant restructure in Q2, the attrition rate in the affected division remained at 8%, matching the company average, suggesting our comms helped stabilise the workforce.

Comms Budget Adherence

Managing the allocated budget for change communications initiatives, including platforms, agencies, and resources.

Target · Manage the £2M-£10M+ annual comms budget within a ±5% variance.

In Q3, the comms spend was £2.1M against a £2M budget, a 5% variance, which was approved due to an urgent, unforeseen project.

Executive Confidence & Strategic Influence

The extent to which C-suite and Board members trust your judgment, actively seek your input, and integrate comms into strategic planning from the outset.

You're regularly invited to C-suite strategy sessions, your counsel is sought on sensitive announcements, and comms is a standing item on transformation steering committees. Leaders openly credit comms for successful project outcomes.

Organisational Resilience & Adaptability

The business unit's demonstrated ability to absorb and adapt to ongoing change without significant dips in productivity, morale, or employee trust.

Internal pulse surveys show consistent or improving scores on 'clarity of direction' and 'trust in leadership' during periods of change. Employees proactively offer solutions rather than just resistance. You're seen as a stabilising force.

Internal Brand Reputation

The perception of the communications function as a strategic partner that delivers value, clarity, and support during critical periods.

Other department heads proactively approach your team for comms support on their initiatives. Employee feedback often praises the clarity and helpfulness of internal communications. Your team is seen as a key enabler, not just a message sender.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Shaping Organisational Culture

You'll spend time refining the overarching narrative for major cultural shifts, ensuring every comms plan aligns with the desired future state. Seeing a tangible shift in employee behaviour or sentiment because of your strategic messaging is a huge win.

Leading the comms strategy for a new 'customer-first' culture initiative, and seeing internal surveys show a 20% increase in employees feeling empowered to make customer-centric decisions.

Driving Large-Scale Impact

You thrive on the challenge of influencing thousands of employees across diverse geographies during critical business transformations. The idea of your work directly accelerating a multi-million pound project excites you.

Overseeing the comms for a global ERP system rollout, ensuring smooth adoption across 15 countries and directly contributing to the project hitting its efficiency targets.

Leading & Developing Talent

A significant part of your week will involve coaching your managers, helping them solve complex comms problems, and designing development pathways for your wider team. You get a real buzz from seeing your people grow and excel.

Mentoring a Change Comms Manager to successfully navigate a particularly challenging stakeholder, leading to their promotion within 18 months.

What frustrates people

Being seen as the clean-up crew for poorly conceived strategic shifts, rather than a strategic partner brought in from the start to help shape the change itself.
Watching multi-million pound transformation programmes falter because core messages are diluted by executive indecision, or worse, conflicting 'whisper' campaigns from senior leaders.
Executive sponsors publicly endorsing a change in a town hall, then privately telling their teams 'just keep doing it the old way for now' – the dreaded 'Say-Do Gap'.
Being blamed for employee resistance ('The comms didn't work!') when the change itself is fundamentally flawed, poorly implemented, or genuinely harmful to employees.
The constant pressure to 'spin' negative news (like restructures or budget cuts) into overly positive corporate jargon, walking a tightrope between maintaining credibility and delivering difficult messages.
Having your carefully constructed, multi-quarter comms roadmap completely derailed by a sudden, urgent, and often poorly planned 'priority' from the C-suite.

What this role does not give you

A quiet, predictable work environment with minimal ambiguity.
The luxury of always having full information before making critical decisions.
A role where you can avoid challenging senior leaders or navigating complex political landscapes.
A job where every single piece of communication you oversee is universally loved and accepted.

6Who you work with

This role directly shapes our business unit's ability to successfully navigate major transformations. Your work influences everything from employee engagement and talent retention to operational efficiency and our internal brand reputation across multiple years. Frankly, without strong change comms leadership, big projects often fail, or at least hit a lot more bumps in the road.

Inside the business

C-Suite (Chief Human Resources Officer, Chief Operating Officer, Chief Information Officer)
Business Unit Managing Directors
HR Leadership Team
Legal & Compliance
Strategy & Transformation Office

Outside the business

External Agency Partners (PR, Creative, Change Management)
Industry Bodies & Associations
Key Technology Vendors (e.g., internal comms platforms)

7What you need before you start

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

15+ years of progressive experience in internal communications, with a significant focus on large-scale change management.
At least 5-7 years in a leadership role, managing teams of communications professionals (ideally managers themselves).
A proven track record of successfully leading communications for multi-year, complex organisational transformations across diverse business units or global geographies.
Demonstrable experience advising C-suite executives and Board members on critical communications strategies.
Experience managing significant budgets (£2M+) and external agency relationships.

8What to practise next

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

Digital Employee Experience (DEX) Leadership

With hybrid work and increasing reliance on digital tools, employees expect consumer-grade experiences from their internal platforms. Comms is no longer just about messages; it's about shaping the entire digital journey, partnering with IT and HR to ensure seamless, supportive experiences during change.

UX/UI Principles for Internal Tools · Employee Journey Mapping · Integration of Comms with HR/IT Systems

This quarter: Partner closely with IT and HR leadership on the roadmap for our internal digital workplace, ensuring comms needs are prioritised.
Next quarter: Lead a cross-functional working group to audit our current digital comms channels from a user experience perspective, identifying areas for improvement.
Month 4-6: Explore new platforms or integrations that can create a more seamless and personalised digital experience for employees during change.
Month 7-9: Champion the adoption of employee journey mapping techniques within your team and across relevant functions.

Quick win: Collaborate with IT to review your current intranet analytics. Are people finding what they need? Use this data to inform immediate improvements to navigation and content structure.

9Staying current once you are in

What people here do to keep up

Actively participating in industry forums and associations (e.g., IoIC, CIPR, IABC) to stay abreast of best practices and network with peers.
Attending executive leadership programmes focused on organisational transformation, strategic influence, or digital leadership.
Engaging in thought leadership, such as speaking at conferences, publishing articles, or contributing to industry whitepapers on change communications.
Mentoring emerging talent within the communications field, both internally and externally.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: AI-Powered Comms Strategy & Predictive Analytics

Competitors are already using AI to gain unprecedented efficiency and insight into employee sentiment. The ability to scale personalised communications and identify emerging risks proactively is no longer optional; it's a competitive necessity. This shifts comms from reactive to highly data-driven and predictive.

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

The rising capability

Zavmo analysis

What's rising in its place

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

AI-Powered Comms Strategy & Predictive Analytics

Competitors are already using AI to gain unprecedented efficiency and insight into employee sentiment. The ability to scale personalised communications and identify emerging risks proactively is no longer optional; it's a competitive necessity. This shifts comms from reactive to highly data-driven and predictive.

Advanced Prompt Engineering for Strategic Outputs
Ethical AI in Communications
AI for Risk Detection & Scenario Planning
Personalised Comms at Scale

What you’ll use

Skills this role draws on

Technical

Change Management Frameworks (Prosci ADKAR, Kotter's 8-Step)
Strategic Narrative & Message Architecture
People Impact Assessment & Predictive Modelling
Enterprise Channel Strategy & Management
Feedback Loop & Sentiment Analysis Design

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
Internal Promotion (Lead Strategist / Change Comms Manager)
5-8 years
Skills to master
- Mastering enterprise-level stakeholder management, developing a multi-year strategic vision, demonstrating strong team leadership and development skills, and successfully leading comms for at least one major business unit transformation.
You're ready to move on when
- You're already advising C-suite members on specific initiatives.
- You've successfully built and led a high-performing team of managers or senior specialists.
- You've taken ownership of a significant comms budget and managed it effectively.
- You're consistently sought out for your strategic counsel on complex change issues.
2
Director-Level Role from a Large PR/Comms Agency
16-20 years total experience, with 5+ years at Director level
Skills to master
- Deep experience in large-scale change communications consulting, managing complex client relationships, and developing strategic comms programmes for diverse industries. You'll need to adapt to an in-house corporate environment and its unique political dynamics.
You're ready to move on when
- You've led major change comms accounts for FTSE 100 or equivalent clients.
- You have a strong track record of winning and retaining significant client mandates.
- You're comfortable transitioning from an advisory role to an 'owner' role within a single organisation.
- You've managed large agency teams and significant P&L responsibilities.
3
Senior HR / Organisational Development Leader with Comms Focus
16-20 years total experience, with 5+ years at senior leadership level
Skills to master
- A deep understanding of people strategy, talent management, and organisational design, combined with a strong aptitude and proven experience in leading internal and change communications. You'll need to strengthen your specific comms methodology expertise.
You're ready to move on when
- You've led significant HR transformation programmes, including the comms aspect.
- You're a trusted advisor to senior leadership on people-related change.
- You have a demonstrable passion and track record for effective employee engagement and communication.

11Where this role leads

The long view:This Director role is a launchpad for significant career growth. Whether you aspire to the C-suite, a deep specialist role, or even external consulting, the experience you gain here will equip you to lead at the highest levels and make a profound impact on organisations navigating the future.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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, Change & Employee Communications is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Lead change in an organisationLevel 7

Applied to your work in Director, Change & Employee Communications

This unit aims to develop learners' ability to lead change within an organisation by promoting the reasons for change, gaining support, and effectively supporting individuals throughout the change process.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director, Change & Employee Communications

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

Transformation Adoption RateThe percentage of target employees or teams actively using a new system or process after a major change.For the new CRM system, 92% of Sales reps are logging calls and updating opportunities in the new platform within 5 months, directly linked to your comms strategy.Achieve >90% adoption of new technologies or processes within 6 months of launch for major programmes.
Change-Related Help Desk Ticket ReductionThe measurable decrease in support tickets directly attributable to confusion or lack of awareness around a change initiative.After the HR system overhaul, we saw 35% fewer 'how-to' tickets for annual leave requests than with the last system, thanks to clear comms and manager toolkits.Reduce change-related help desk tickets by 30% compared to similar previous projects.
Employee Attrition in Changing Business UnitsMaintaining employee retention levels in business units undergoing significant change, indicating successful change management and communication.Despite a significant restructure in Q2, the attrition rate in the affected division remained at 8%, matching the company average, suggesting our comms helped stabilise the workforce.Maintain employee attrition rates at or below the company average in business units undergoing major transformation.
Comms Budget AdherenceManaging the allocated budget for change communications initiatives, including platforms, agencies, and resources.In Q3, the comms spend was £2.1M against a £2M budget, a 5% variance, which was approved due to an urgent, unforeseen project.Manage the £2M-£10M+ annual comms budget within a ±5% variance.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director, Change & Employee Communications to VP, Global Communications / Chief Communications Officer (CCO), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP, Global Communications / Chief Communications Officer (CCO)→ your design

Where this takes you

This Director role is a launchpad for significant career growth. Whether you aspire to the C-suite, a deep specialist role, or even external consulting, the experience you gain here will equip you to lead at the highest levels and make a profound impact on organisations navigating the future.

See Your Progress GrowIllustration

Director, Change & Employee Communications

Change Management Frameworks (Prosci ADKAR, Kotter's 8-Step)
Strategic Narrative & Message Architecture
People Impact Assessment & Predictive Modelling
Enterprise Channel Strategy & Management
Feedback Loop & Sentiment Analysis Design

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.

14The 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, Change & Employee Communications is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP, Global Communications / Chief Communications Officer (CCO)
3-5 years
Level 7 (C-Suite)
- Media relations strategy & crisis management at an enterprise level
- ESG (Environmental, Social, Governance) reporting & communications
- Global brand strategy & positioning
- Advanced stakeholder mapping for investor and regulatory bodies

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're meant to be thinking strategically, not getting bogged down in the weeds. The good news? AI isn't here to replace your strategic brain; it's here to free it up. Imagine cutting down on the tactical grind, giving you more headspace for what truly matters: shaping our future.

At this level, you're juggling multiple complex transformations, managing a large team, and advising the C-suite. AI tools can handle the heavy lifting of information synthesis, content generation, and sentiment analysis at scale, allowing you to focus on high-impact decisions, executive counsel, and team development. It's about elevating your role from tactical oversight to pure strategic leadership.

Executive Briefs & Board Update Generator

Feed project charters, complex policy changes, and internal reports into an AI. It'll instantly generate concise, executive-ready briefs, board updates, and even first drafts of sensitive policy announcements, saving you hours of synthesis and drafting.

Enterprise-Wide Sentiment & Risk Analysis

Connect AI tools to all internal comms channels (Teams, Slack, intranet comments, survey feedback) to get a live, aggregated dashboard of employee sentiment across entire business units. Identify resistance hotspots, emerging concerns, and potential 'swoop and poop' risks before they escalate.

Global Audience WIIFM & Persona Builder

Input a complex change description and diverse employee personas (e.g., '10-year tenured engineer in Berlin', 'new grad in Manchester'). AI will generate tailored lists of likely questions, concerns, and 'What's In It For Me?' angles for each segment, ensuring your managers craft truly relevant messages.

Comms Consistency & Tone Guardian

Paste draft communications from your team into an AI to instantly check for jargon, simplify complex sentences to an optimal reading level, and ensure a consistent, empathetic, and on-brand tone across all channels and managers, protecting your reputation at scale.

Strategic Impact Forecasting

Use AI to model potential employee resistance or adoption rates based on your proposed comms plans, historical change data, and known organisational dynamics. This helps you refine strategies proactively and present data-backed recommendations to the C-suite.

Common questions

How do you become a Director, Change & Employee Communications?

Common routes in include Internal Promotion (Lead Strategist / Change Comms Manager) (5-8 years), Director-Level Role from a Large PR/Comms Agency (16-20 years total experience, with 5+ years at Director level) and Senior HR / Organisational Development Leader with Comms Focus (16-20 years total experience, with 5+ years at senior leadership level). Times vary with prior experience.

Where can a Director, Change & Employee Communications progress to?

This role can lead on to VP, Global Communications / Chief Communications Officer (CCO) (3-5 years), depending on the skills you build.

What level is a Director, Change & Employee Communications in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director, Change & Employee Communications?

Increasingly, AI-Powered Comms Strategy & Predictive Analytics. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows Director, Change & Employee Communications, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 10 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director, Change & Employee Communications: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan built for a customer support lead, five Ofqual-regulated units and a hundred and ninety-six credits. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where 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.

Other roles in Public Relations Communications

Stay in the field you know and move sideways rather than up.

If you leave this industry

The skills you'll develop in this role – particularly in strategic change leadership, executive influence, and managing complex organisational dynamics – are highly transferable across virtually all sectors, from technology and financial services to healthcare and the public sector. Large-scale change is universal.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.

Director, Change & Employee Communications

What's rising in its place

AI-Powered Comms Strategy & Predictive Analytics

Skills this role draws on

Technical

How you actually get there, here

Internal Promotion (Lead Strategist / Change Comms Manager)

Director-Level Role from a Large PR/Comms Agency

Senior HR / Organisational Development Leader with Comms Focus

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

This Director role is a launchpad for significant career growth. Whether you aspire to the C-suite, a deep specialist role, or even external consulting, the experience you gain here will equip you to lead at the highest levels and make a profound impact on organisations navigating the future.

Everything else the record holds

The career path, and where it branches

VP, Global Communications / Chief Communications Officer (CCO)

Where AI is starting to help

Executive Briefs & Board Update Generator

Enterprise-Wide Sentiment & Risk Analysis

Global Audience WIIFM & Persona Builder

Comms Consistency & Tone Guardian

Strategic Impact Forecasting

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.