UK

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

Director of Procurement Operations

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toChief Procurement Officer (CPO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Procurement Systems & Process · VP, Global Procurement Operations · Director, Contracts & P2P 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

GQA Level 7 NVQ Diploma in Construction Senior Management GQA Qualifications Limited · Level 7 · covers 1 of 15 standards
Highfield Level 7 NVQ in Construction Senior Management (RQF) Highfield Qualifications · Level 7 · covers 1 of 15 standards
ProQual Awarding Body Level 7 Vocationally-Related Qualification in Construction Management ProQual Awarding Body · Level 7 · covers 1 of 15 standards
IWFM Level 5 Diploma in Facilities Management Practice Institute of Workplace and Facilities Management · Level 5 · covers 1 of 15 standards
IWFM Level 5 Certificate in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 1 of 15 standards
IWFM Level 5 Diploma in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 1 of 15 standards

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

The units you would start with

Implement, monitor and control strategic procurement systems in construction management GQA Level 7 NVQ Diploma in Construction Senior Management
Procure products and services for facilities management IWFM Level 5 Diploma in Facilities Management Practice
Managing procurement and contracts in facilities management IWFM Level 5 Certificate in Facilities Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
Automation Fluency building AI into how work runs
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Director of Procurement Operations

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

  1. Implement, monitor and control strategic procurement systems in construction management GQA Qualifications Limited · covers 1 of 15 standards Level 7
  2. Procure products and services for facilities management Institute of Workplace and Facilities Management · covers 1 of 15 standards Level 5
  3. Managing procurement and contracts in facilities management Institute of Workplace and Facilities Management · covers 1 of 15 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director of Procurement Operations?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skill this role is being asked for

  • AI-Driven Process Automation & Optimisation
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 of Procurement Operations 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

A director of procurement operations shapes how an organisation buys, making sure its systems, processes and policies work across the whole business. The role covers building procurement systems that are efficient and compliant, and that support the business rather than slow it down. It means setting up the structures that guide how large sums are spent.

4What you'd actually use

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

SAP Ariba / Coupa / Oracle Fusion Cloud Procurement Strategic

Leading system enhancement projects, evaluating new modules, managing system integrations, and negotiating enterprise licenses with the vendor. You're not just using it; you're shaping its future within our organisation.

Icertis / DocuSign CLM / Ironclad Architect

Leading the CLM platform selection, implementation, and ongoing optimisation. Defining enterprise-wide contract data standards, ensuring integration with other critical business systems (CRM, ERP), and driving adoption across Legal and Procurement.

MS SharePoint / MS Teams / Confluence Strategic

Defining the information architecture for the entire procurement function's knowledge assets, ensuring effective collaboration, document management, and knowledge sharing across your global team and with key stakeholders.

Power BI / Tableau / Qlik Sense Advanced

Developing and maintaining the official suite of procurement dashboards and reports for leadership consumption, providing strategic insights into spend, compliance, and operational performance. You'll be the one telling the story with the data.

Microsoft Office Suite (Excel, Word, PowerPoint) Strategic

Modelling complex cost-saving scenarios in Excel, drafting executive-level policy documents in Word, and presenting business cases and strategic roadmaps in PowerPoint to the C-suite and Board. Your presentations will be polished and data-rich.

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
Procurement System Roadmap & Investment No involvement beyond using the systems. May provide input on user experience or identify minor bugs. Makes recommendations for system enhancements or new modules within a specific workstream, with manager approval.
Procurement Policy & Governance Follows established policies and escalates deviations. Applies policies to routine situations; flags ambiguities. Interprets policies for non-routine cases; proposes minor policy clarifications.
Team Structure & Talent Management Focuses on personal development and task execution. May informally mentor new joiners. Mentors 1-2 junior team members; provides input on hiring for junior roles.

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.

Procurement Operations Cost-to-Serve
The total cost of running the procurement operations function (systems, headcount, external services) as a percentage of total addressable spend.
Target · Reduce by 10-15% year-on-year, while maintaining or improving service levels.

If total addressable spend is £500M and operations cost £5M, that's 1%. Your goal might be to get it to 0.85% next year by automating processes and optimising system usage.

P2P Process Cycle Time (Requisition to PO)
The average time it takes from a business user submitting a requisition to a Purchase Order being dispatched to the supplier, across all categories.
Target · Achieve an average cycle time of < 24 hours for standard requisitions, < 48 hours for complex ones.

Currently, it takes us 3 days on average. You'd be looking to streamline workflows, improve system performance, and educate users to get that down to a single day for most requests.

Contract Lifecycle Efficiency
The average time from a contract request being initiated to its final execution (signature), broken down by contract type and value.
Target · Reduce overall contract cycle time by 20% within 12 months, with a specific focus on high-volume, low-risk agreements.

If standard MSAs currently take 30 days to sign, you'd aim to get that down to 24 days by optimising templates, automating routing, and improving legal review processes.

Compliance Adherence (e.g., 'No PO, No Pay')
The percentage of indirect spend processed through a valid Purchase Order (PO) before an invoice is received, and adherence to Delegation of Authority (DoA) limits.
Target · Achieve >95% 'No PO, No Pay' compliance for indirect spend; zero high-risk DoA breaches.

If we're currently at 85% PO coverage, you'd implement new policies, system controls, and training to push that above 95%, significantly reducing maverick spend and invoice processing headaches.

Procurement System Uptime & Performance
The availability and responsiveness of our core P2P and CLM systems, as experienced by end-users.
Target · Maintain 99.9% system uptime; ensure average transaction processing time is under 2 seconds.

If users are complaining about slow system response or frequent outages, you'd work with IT and vendors to identify root causes and implement fixes, ensuring our tools are always available and fast.

Stakeholder Satisfaction with Procurement Operations
How happy our internal business partners are with the ease, speed, and support they receive from our procurement systems and processes.
  • Positive feedback in annual business partner surveys
  • proactive engagement from business units seeking your team's advice
  • reduced escalations to the CPO regarding operational bottlenecks
  • your team being seen as a partner, not a blocker.
Audit Performance & Risk Mitigation
The effectiveness of our procurement controls in preventing fraud, ensuring compliance, and providing a clear audit trail.
  • Zero critical or major findings in internal or external audits related to P2P, CLM, or vendor management processes
  • positive feedback from auditors on the robustness of controls
  • proactive identification and remediation of potential risks before they become issues.
Team Leadership & Development
The ability to build, mentor, and inspire a high-performing procurement operations team, fostering a culture of continuous improvement.
  • High employee engagement scores within your team
  • low regrettable attrition
  • clear succession plans for key roles
  • observable growth in your team members' capabilities and confidence
  • your team consistently delivering on challenging projects.
Strategic Technology Roadmap Execution
The successful definition and execution of a multi-year roadmap for procurement technology, ensuring it aligns with business needs and delivers tangible value.
  • Regular updates to the CPO and IT leadership on roadmap progress
  • successful implementation of new modules or system enhancements on time and within budget
  • clear metrics demonstrating the ROI of technology investments (e.g., automation savings, improved data quality).

7Would you like it

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

What people enjoy
Building and Optimising Systems

You get a real kick out of designing a new workflow that shaves days off a process, or seeing a new system module go live and immediately improve user experience. You're constantly thinking about how to make things more efficient and scalable.

Leading the implementation of a new CLM module that automates contract renewals, saving hundreds of hours of manual work for your team and reducing renewal risk.

Driving Organisational Change

You're energised by the challenge of getting a large organisation to adopt new processes and technologies. You enjoy developing communication plans, running training sessions, and seeing people successfully adapt to new ways of working.

Successfully rolling out a new P2P system across 15 different business units, overcoming initial resistance and demonstrating clear benefits to end-users.

Ensuring Compliance & Mitigating Risk

You sleep better knowing that our procurement processes are watertight, protecting the company from financial, legal, and reputational risks. You take pride in building controls that stand up to scrutiny from auditors and regulators.

Implementing a robust vendor due diligence process that identifies and flags high-risk suppliers before they're onboarded, preventing potential fraud or supply chain disruptions.

What frustrates people
  • Business units trying to bypass established procurement processes, forcing you to be the 'bad cop'.
  • The slow pace of change in a large organisation, especially when trying to implement new systems or policies.
  • Dealing with legacy systems that don't talk to each other, creating manual workarounds and data inconsistencies.
  • Managing the political dynamics of getting different departments (Finance, Legal, IT) to agree on a unified approach.
  • The constant tension between driving efficiency and ensuring robust compliance—sometimes it feels like you can't win.
What this role does not give you
  • A purely strategic role without operational execution—you'll still be very hands-on with systems and processes.
  • A quiet, predictable environment; expect urgent escalations and shifting priorities.
  • A role where everyone immediately agrees with your proposals; you'll need to build consensus and influence.
  • A chance to avoid difficult conversations or challenging senior stakeholders.

8Who you work with

This role shapes the efficiency, compliance, and strategic capability of the entire procurement function. It directly influences the company's P&L through cost avoidance, process optimisation, and risk mitigation. You'll be responsible for a budget of £2M-£10M+ related to procurement systems and operational spend, with a direct impact on the company's overall spend of hundreds of millions. Your decisions here directly affect how quickly and effectively the entire organisation can acquire goods and services.

Inside the business
  • Chief Procurement Officer (CPO)
  • CFO and Finance Leadership
  • Legal Counsel
  • IT Leadership (CIO, Head of Enterprise Applications)
  • Heads of Business Units (e.g., Sales, Marketing, Engineering)
  • Internal Audit
Outside the business
  • Key P2P and CLM software vendors (e.g., SAP Ariba, Icertis)
  • External auditors
  • Industry bodies and consortia
  • Consulting partners

9What you need before you start

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

  • Proven track record (10+ years) of leading large-scale procurement operations, P2P, or CLM transformation programmes in a complex, multi-national organisation.
  • Extensive experience (5+ years) managing and developing a team of managers and senior specialists, with a focus on talent development and succession planning.
  • Demonstrable expertise in designing, implementing, and optimising enterprise-grade procurement technology platforms (e.g., SAP Ariba, Coupa, Icertis).
  • Strong financial acumen, including experience managing significant operational budgets (£2M+) and demonstrating clear ROI for technology investments.
  • Excellent executive presence and communication skills, with a history of presenting to and influencing C-suite leadership and external partners.
  • A deep understanding of procurement best practices, regulatory compliance, and risk management principles.
  • A degree in Business Administration, Supply Chain Management, Finance, or a related field, or equivalent practical experience at a senior leadership level.

10What to practise next

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

Blockchain for Supply Chain Traceability & Contracts

Blockchain offers immutable records and enhanced transparency, which is becoming critical for supply chain traceability, ethical sourcing, and secure contract execution in certain industries. While not mainstream yet, understanding its potential is crucial for future-proofing our operations, especially for high-value or high-risk goods.

Distributed Ledger Technology (DLT) · Smart Contracts · Supply Chain Traceability · Consortium Blockchains

  • This quarter: Read a few whitepapers or articles on blockchain in supply chain and procurement. Understand the basic concepts.
  • Next 6 months: Attend an industry webinar or workshop on blockchain applications in procurement. Identify potential use cases for our business.
  • Next 12 months: Initiate a discussion with IT and Legal about the feasibility of a blockchain pilot for a specific, high-value supply chain segment.
  • Ongoing: Monitor industry trends and competitor adoption of blockchain for procurement or supply chain management.

Quick win: Familiarise yourself with the basic terminology. You don't need to be an expert, but being able to talk intelligently about it with IT or external partners will be a huge advantage.

Advanced Data Visualisation & Storytelling

With more data comes the challenge of making sense of it. As Director, you'll need to not just have the data, but effectively communicate the insights to drive action from the C-suite. Static reports won't cut it; dynamic, interactive dashboards that tell a clear story are essential.

Dashboard Design Principles · Data Storytelling Techniques · Interactive Visualisations · Cognitive Load Reduction

  • This quarter: Review our current executive dashboards. Identify areas where clarity, impact, or interactivity could be improved.
  • Next 6 months: Work with your BI team to redesign one key executive dashboard, focusing on storytelling and actionable insights.
  • Next 12 months: Seek feedback from the CPO and other executives on the effectiveness of your data presentations. Refine your approach based on their input.
  • Ongoing: Explore online courses or workshops on advanced data visualisation and storytelling to continuously refine your skills and those of your team.

Quick win: When presenting data, always start with the 'so what?' What's the key takeaway? What action do you want people to take? Frame your visuals around that.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences (e.g., ProcureCon, Gartner Sourcing & Procurement Summit) to stay abreast of emerging trends and network with peers.
  • Participating in executive leadership programmes or courses focused on organisational change, digital transformation, or strategic influence.
  • Engaging with professional networks and peer groups (e.g., CPO forums) to share insights and learn from other leaders.
  • Mentoring junior leaders within your team and across the organisation, which is a great way to solidify your own understanding and develop your leadership style.
  • Contributing thought leadership (e.g., articles, webinars) on procurement operations best practices or emerging technologies.

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-Driven Process Automation & Optimisation

AI and Machine Learning are rapidly transforming how we manage routine tasks, identify anomalies, and optimise complex workflows. Competitors are already using AI to automate large portions of contract review, invoice processing, and risk monitoring, dramatically reducing operational costs and improving accuracy. If we don't embrace this, we'll fall behind.

  • Robotic Process Automation (RPA) for Procurement
  • Natural Language Processing (NLP) for Contracts
  • Predictive Analytics for Operational Bottlenecks
  • Generative AI for Policy & Documentation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise P2P & CLM Architecture
  • Procurement Policy & Governance Design
  • Advanced Spend Analytics & Data Strategy
  • Vendor Relationship Management (Tech Vendors)
  • Organisational Change Management (Procurement Focus)

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

    Head of Procurement Operations (Large Enterprise)

    3-5 years in previous role

    Skills to master

    • Managing multi-functional teams, driving large-scale system implementations, strategic vendor management for tech providers, C-suite communication.

    You're ready to move on when

    • Successfully led a major P2P or CLM system implementation across multiple business units.
    • Consistently exceeded targets for operational efficiency and compliance in a previous role.
    • Built and mentored a high-performing team of managers and specialists.
    • Demonstrated ability to influence and gain buy-in from senior executive stakeholders on complex operational changes.
  2. 2

    Director of IT Business Applications (Procurement Focus)

    4-6 years in previous role

    Skills to master

    • Deep technical understanding of procurement systems, IT project management, integration architecture, managing IT vendor relationships, translating business needs into technical requirements.

    You're ready to move on when

    • Successfully managed the technical roadmap and implementation of major procurement applications.
    • Proven ability to bridge the gap between business needs and IT solutions effectively.
    • Strong track record of managing large IT budgets and delivering complex projects on time and within scope.
    • Recognised for expertise in data governance and system integration within the procurement domain.
  3. 3

    Senior Director, Consulting (Procurement Transformation)

    5-7 years in previous role

    Skills to master

    • Client relationship management, large-scale programme delivery, strategic advisory, business development, deep knowledge of multiple industry best practices.

    You're ready to move on when

    • Led multiple successful procurement transformation engagements for diverse clients.
    • Demonstrated expertise in designing and implementing best-in-class procurement processes and technologies.
    • Strong ability to diagnose complex organisational problems and provide actionable, strategic recommendations.
    • Proven track record of building and leading high-performing consulting teams.

15Where this role leads

The long view: This role can lead towards the top of an organisation, into positions such as chief operating officer or chief risk officer, or into wider business operations 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 of Procurement Operations is actually changing.

Where it leads

Roles this leads to

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

  • VP, Global Business Services / Shared Services

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 Implement, monitor and control strategic procurement systems in construction management, worked against Director of Procurement Operations.

Implement, monitor and control strategic procurement systems in construction management Level 7

Applied to your work in Director of Procurement Operations

The objective of this unit is to enable learners to implement, monitor, and control strategic procurement systems in construction management, ensuring value for money and compliance with organisational policies. Learners will be able to agree and implement systems with suppliers and service providers, establishing clear performance expectations and monitoring mechanisms, while also understanding the principles of effective supplier relationship management and contract administration.

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 Director of Procurement Operations plan, free
See Your Progress Grow Illustration
Director of Procurement Operations
  • Enterprise P2P & CLM Architecture
  • Procurement Policy & Governance Design
  • Advanced Spend Analytics & Data Strategy
  • Vendor Relationship Management (Tech Vendors)
  • Organisational Change Management (Procurement Focus)
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 of Procurement Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Procurement Officer (CPO)

    3-5 years in Director role

    L7 (C-Suite)

    • Global Category Management Strategy Overseeing the strategic sourcing across all direct and indirect spend categories.
    • Supplier Relationship Management (Strategic) Managing relationships with the company's most critical, strategic suppliers at an executive level.
    • Enterprise Risk Management Integrating procurement risk management into the broader corporate risk framework.
    • Sustainability & ESG Leadership Driving the company's sustainability agenda through responsible sourcing and supply chain practices.

  2. VP, Global Business Services / Shared Services

    4-6 years in Director role

    L6/L7 (VP-level)

    • Process Harmonisation (Cross-Functional) Standardising and optimising processes across diverse back-office functions.
    • Service Level Agreement (SLA) Management (Enterprise) Defining and managing SLAs for all shared services delivered to the business.
    • Robotics & Automation (Enterprise) Driving the adoption of RPA and AI across all shared services functions for maximum efficiency.
    • Vendor Management (BPO/Shared Services) Managing relationships with Business Process Outsourcing (BPO) providers.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, you're drowning in operational details, trying to keep the lights on while also building the future. Imagine if your team could offload the tedious, repetitive tasks that eat up their time, freeing them up to focus on strategic initiatives, complex problem-solving, and truly transformational work. That's where AI comes in.

As Director of Procurement Operations, you're not just using AI for yourself; you're driving its adoption across your entire function. This isn't about replacing people; it's about supercharging your team, giving them the tools to work smarter, faster, and with greater accuracy. Think of AI as your force multiplier, allowing your existing team to achieve more, elevate their skills, and ultimately deliver greater value to the business.

Automated Process Auditing & Exception Handling

Imagine an AI that constantly monitors P2P transactions and CLM workflows, automatically flagging deviations from policy (e.g., missing approvals, 'PO flipping', contract term inconsistencies). It doesn't just flag; it can even initiate automated remediation workflows or draft exception reports for your team to review. This means your team spends less time chasing minor issues and more time on high-impact compliance risks.

Predictive Operational Insights

Use AI to predict future operational bottlenecks before they happen. For example, forecast contract renewal volumes, anticipate spikes in requisition activity, or identify potential system performance issues based on historical data. This allows you to proactively allocate resources, adjust staffing, and engage with IT or business units to prevent problems, rather than react to them. It's about moving from reactive firefighting to proactive strategic planning.

Policy & Procedure Generation & Simplification

Leverage AI to draft, review, and simplify complex procurement policies, procedural documents, and training materials. Feed it your existing policies and ask it to rewrite them in plain English for business users, or to generate a new procedure based on best practices. This ensures clarity, consistency, and significantly reduces the time your team spends on documentation, allowing them to focus on implementation and enforcement.

Strategic Vendor Performance & Risk Monitoring

Deploy AI to continuously monitor key supplier performance metrics, news feeds, and financial health indicators, providing real-time alerts on potential supply chain risks or opportunities. It can summarise complex vendor reports, identify patterns in service level agreement (SLA) breaches, or even suggest renegotiation points, giving your team a strategic edge in managing critical supplier relationships.

Common questions

Common questions

How do you become a Director of Procurement Operations?

Common routes in include Head of Procurement Operations (Large Enterprise) (3-5 years in previous role), Director of IT Business Applications (Procurement Focus) (4-6 years in previous role) and Senior Director, Consulting (Procurement Transformation) (5-7 years in previous role). Times vary with prior experience.

Where can a Director of Procurement Operations progress to?

This role can lead on to Chief Procurement Officer (CPO) (3-5 years in Director role) and VP, Global Business Services / Shared Services (4-6 years in Director role), depending on the skills you build.

What new skills matter most for a Director of Procurement Operations?

Increasingly, AI-Driven Process Automation & Optimisation. 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 procurement

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

The skills built in this role, such as operational leadership, large-scale system implementation, change management and risk management, apply across many industries. Similar director or senior operations roles exist in procurement or business operations in most sectors, especially those with complex supply chains or significant spend. Experience building efficient, compliant functions carries across industries.

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

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