UK

United Kingdom · Procurement · C-Suite (20+ years)

VP, Global Procurement Operations

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) / Board of Directors
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief Procurement Officer (CPO) · Executive Vice President, Supply Chain & Procurement · Global Head of Procurement Excellence

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

GQA Level 7 NVQ Diploma in Construction Senior Management GQA Qualifications Limited · Level 7 · covers 1 of 9 standards
Highfield Level 7 NVQ in Construction Senior Management (RQF) Highfield Qualifications · Level 7 · covers 1 of 9 standards
ProQual Awarding Body Level 7 Vocationally-Related Qualification in Construction Management ProQual Awarding Body · Level 7 · covers 1 of 9 standards
IWFM Level 5 Diploma in Facilities Management Practice Institute of Workplace and Facilities Management · Level 5 · covers 1 of 9 standards
IWFM Level 5 Certificate in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 1 of 9 standards
IWFM Level 5 Diploma in Facilities Management Institute of Workplace and Facilities Management · Level 5 · covers 1 of 9 standards

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

The units you would start with

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
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Your Plan Illustration

Built for VP, Global 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 9 standards Level 7
  2. Procure products and services for facilities management Institute of Workplace and Facilities Management · covers 1 of 9 standards Level 5
  3. Managing procurement and contracts in facilities management Institute of Workplace and Facilities Management · covers 1 of 9 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a VP, Global Procurement Operations?

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

  • Ethical AI Governance in Supply Chain
  • Circular Economy & Sustainable Sourcing Leadership
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your VP, Global Procurement Operations plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

This role sets the direction for how a company buys goods and services worldwide. It covers enterprise-wide sourcing strategy, risk management and supplier relationships, alongside day-to-day purchasing decisions.

4What you'd actually use

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

SAP Ariba / Coupa (Strategic & Architecture) Strategic/Architect

Defining the multi-year roadmap for global P2P platform evolution, managing the strategic vendor relationship, overseeing major system implementations, and ensuring platform capabilities align with enterprise strategy.

Oracle NetSuite / SAP S/4HANA (Enterprise Integration) Strategic/Architect

Governing procurement master data strategy, architecting seamless integration points between P2P platforms and ERP systems, and ensuring data integrity for enterprise reporting and financial close processes.

Power BI / Tableau (Executive Dashboards) Advanced

Defining key procurement KPIs and data models for executive dashboards, interpreting complex data for board presentations, and driving data-driven strategic decisions at the highest level.

DocuSign CLM / Icertis (Contract Lifecycle Management) Strategic/Architect

Owning the enterprise CLM strategy, designing workflows to mitigate contractual risk and ensure compliance globally, and leveraging CLM for strategic insights into supplier performance and obligations.

Supplier.io / EcoVadis (Supplier Risk & ESG) Strategic/Architect

Defining the global supplier onboarding, risk assessment, and ESG (Environmental, Social, Governance) strategy. Selecting and implementing advanced supplier management tools to ensure ethical and resilient supply chains.

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 Direction & Roadmap No involvement. Contributes data and insights to support strategic discussions. Makes recommendations and implements strategic initiatives within their workstream.
Budget Allocation (Procurement Function) No authority. Requests budget for specific tools/training, approved by manager. Manages project budgets up to £5K, consults with lead on larger spends.
Major Technology Investment (e.g., new P2P platform) Uses the existing system. Provides feedback on system usability. Evaluates potential solutions, recommends options to lead.
Global Policy & Governance Follows established policies. Identifies policy gaps or issues, escalates to manager. Proposes updates to specific policies, drafts new procedures for manager review.

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.

% Spend Under Management (SUM)
The proportion of total company spend that is actively managed through procurement processes and systems.
Target · > 90% of addressable spend

If our total addressable spend is £500M, achieving £460M under management means an 92% SUM, showing strong control and strategic influence.

Procurement-Driven Cost Savings (P&L Impact)
The verifiable, year-on-year cost reductions achieved through strategic sourcing, negotiation, and process optimisation, directly impacting the P&L.
Target · £10M - £25M+ annually (depending on company size)

Negotiating a new global software licence agreement saves £2.5M, while optimising logistics contracts saves another £1.5M, contributing £4M to the annual target.

On-Time Payment Rate (Strategic Suppliers)
The percentage of invoices paid to critical, strategic suppliers within agreed-upon payment terms, often tied to early-pay discounts or maintaining strong relationships.
Target · > 95% for Tier 1 suppliers

Out of 1,000 invoices from our top 50 suppliers, 960 were paid on time, demonstrating a 96% on-time payment rate, ensuring we capture discounts and keep partners happy.

Supply Chain Risk Index
A composite score reflecting the overall risk exposure across our critical supply chains, considering factors like geopolitical instability, single points of failure, and financial health of key suppliers.
Target · Reduce index by 15% year-on-year

After diversifying our component suppliers and implementing a new risk monitoring platform, our index dropped from 7.2 to 6.1, showing a tangible reduction in enterprise risk.

Board and Executive Confidence
How much the Board and Executive Leadership Team trust your strategic recommendations and the operational effectiveness of global procurement.
  • Regularly invited to present strategic updates to the Board
  • executive team consistently seeks your input on major investments or M&A due diligence
  • high retention of key talent within your direct leadership team.
Organisational Agility & Resilience
The ability of the global procurement function to quickly adapt to market changes, geopolitical events, or unexpected disruptions without significant business impact.
  • Successfully navigated a major supply chain disruption (e.g., Suez Canal blockage, pandemic-related shortages) with minimal impact on production
  • rapidly onboarded alternative suppliers in response to a geopolitical event
  • positive feedback from business unit leaders on procurement's responsiveness during crises.
Strategic Supplier Relationships
The depth and quality of our relationships with key, strategic suppliers, moving beyond transactional to true partnership.
  • Joint innovation initiatives with key suppliers
  • preferred access to new technologies or capacity
  • suppliers actively bringing us solutions
  • positive feedback from supplier surveys or direct engagement.
Talent Development & Succession Planning
The effectiveness of your leadership in building a strong, capable, and diverse global procurement team with clear succession pathways.
  • High internal promotion rate within the procurement function
  • successful placement of direct reports into more senior roles (internal or external)
  • robust talent review process with clear development plans
  • positive feedback in 360-degree reviews for your leadership team.

7Would you like it

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

What people enjoy
Driving Enterprise-Wide Transformation

You'll spend your time crafting multi-year roadmaps, presenting business cases for major investments in technology or new operating models, and leading change management initiatives across global teams. It's about fundamentally changing how the company operates.

Leading the charge to implement a new global P2P system that consolidates spend across 15 countries, completely overhauling legacy processes and delivering £15M in annual savings.

Strategic Financial Impact

Your focus will be on the P&L, balance sheet, and shareholder value. You'll be constantly looking for opportunities to reduce costs, improve working capital, and mitigate financial risks across the entire enterprise. This means deep dives with the CFO and investor relations.

Identifying and executing a strategy to reduce inventory holding costs by 20% through better supplier collaboration and forecasting, freeing up £5M in working capital.

Building and Leading High-Performing Global Teams

You'll be recruiting, mentoring, and developing a diverse team of senior leaders across different regions and specialisms. This involves setting clear expectations, empowering your VPs and Directors, and fostering a culture of excellence and accountability.

Mentoring a regional procurement director to step up into a global role, or successfully integrating a new procurement team from an acquired company into our global structure.

What frustrates people
  • Business units bypassing procurement and creating 'maverick spend' that undermines your global strategy.
  • Dealing with legacy systems and processes that resist integration and slow down transformation efforts.
  • Navigating complex global regulatory environments and ensuring compliance across all regions.
  • The constant pressure to deliver more savings year-on-year, sometimes at the expense of long-term strategic investments.
  • Managing highly sensitive supplier relationships where a single misstep can have massive business implications.
  • Recruiting and retaining top-tier global talent in a competitive market.
What this role does not give you
  • A quiet, predictable routine – expect constant strategic shifts and unexpected crises.
  • The ability to avoid difficult conversations – you'll be making tough calls and delivering hard truths regularly.
  • A hands-on, day-to-day operational role – your job is to lead, delegate, and strategise, not to process POs.
  • Immediate gratification – major enterprise transformations take years, not months.

8Who you work with

This role is absolutely critical for our financial performance and operational resilience. You'll directly influence our enterprise-wide spend, which is often 50-70% of our revenue, driving significant cost savings and working capital improvements. Beyond that, you're responsible for building a robust, ethical, and sustainable supply chain that protects our brand and ensures business continuity. Frankly, this role can make or break our ability to hit our financial targets and grow globally.

Inside the business
  • CEO and Executive Leadership Team
  • CFO and Finance Leadership
  • Chief Operating Officer (COO)
  • Chief Legal Officer (CLO)
  • Heads of Business Units/Regions
  • Board Audit Committee
Outside the business
  • Strategic Suppliers and Key Partners
  • Industry Analysts and Consultants
  • Regulators and Compliance Bodies
  • Investors and Shareholders
  • M&A Targets and Integration Teams

9What you need before you start

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

  • 20+ years of progressive experience in procurement, with at least 5-7 years in a global leadership role (Director/VP level) overseeing large teams and significant spend portfolios.
  • Proven track record of driving multi-million pound cost savings and working capital improvements at an enterprise level.
  • Demonstrable experience in designing, implementing, and optimising global P2P, CLM, and Sourcing technologies across complex organisations.
  • Extensive experience presenting to and influencing C-suite executives and Board members on strategic procurement matters.
  • Deep expertise in managing complex global supply chain risks, including geopolitical, financial, and ethical considerations.
  • Experience leading procurement integration for significant M&A activities.

10What to practise next

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

Blockchain for Supply Chain Transparency & Traceability

Consumers and regulators increasingly demand full transparency regarding product origins, ethical sourcing, and environmental impact. Blockchain offers an immutable, distributed ledger for tracking goods and payments, providing unprecedented visibility and trust in complex global supply chains.

Distributed Ledger Technology (DLT) fundamentals · Smart contracts for automated payment and complian · Traceability solutions for raw materials and finis · Interoperability with existing ERP/P2P systems · Data privacy and governance in blockchain networks

  • This quarter: Research leading blockchain-in-supply-chain platforms (e.g., IBM Food Trust, TradeLens) and their use cases.
  • Next 6 months: Identify a specific, high-value supply chain (e.g., conflict minerals, high-value components) where blockchain could significantly enhance traceability.
  • Next 12 months: Lead a proof-of-concept project with a key supplier or industry consortium to test blockchain's viability.
  • Ongoing: Educate your executive peers and board on the strategic benefits and challenges of blockchain adoption.

Quick win: Identify a critical raw material or component where provenance is a major concern. Research how blockchain is being used in similar industries to solve this challenge.

Quantum Computing Impact on Optimisation

While still nascent, quantum computing promises to revolutionise complex optimisation problems – think global logistics, inventory management, and network design – far beyond what classical computers can achieve. As a C-suite leader, you need to understand its potential to prepare for future competitive advantage.

Quantum annealing and gate-based quantum computing · Quantum algorithms for optimisation (e.g., VQE, QA · Supply chain optimisation challenges solvable by q · Hybrid classical-quantum approaches · Vendor landscape for quantum computing services

  • This quarter: Read introductory materials on quantum computing for business leaders (e.g., McKinsey, Gartner reports).
  • Next 6 months: Attend a webinar or executive briefing on quantum's potential impact on supply chain and logistics.
  • Next 12 months: Identify 1-2 'grand challenge' optimisation problems in our supply chain that might eventually benefit from quantum computing.
  • Ongoing: Monitor the progress of quantum computing, identifying early-stage applications and partnerships.

Quick win: Identify a complex, intractable optimisation problem in our current supply chain (e.g., multi-echelon inventory optimisation) that currently takes days to solve. Understand its limitations and consider if quantum could offer a breakthrough in the future.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive-level industry forums and conferences (e.g., Gartner Supply Chain Symposium, CIPS Annual Conference) to stay abreast of global trends and network with peers.
  • Engagement with leading business schools for executive education programmes focused on global leadership, digital transformation, or advanced supply chain strategy.
  • Mentoring emerging talent within the procurement function and across the organisation, demonstrating a commitment to talent development.
  • Publishing thought leadership articles or speaking at industry events, positioning yourself and the company as a leader in procurement innovation.
  • Serving on advisory boards for technology start-ups or industry consortia to influence future trends and gain early insights.

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.

Ethical AI Governance in Supply Chain

As AI becomes embedded in everything from supplier selection to contract negotiation, ensuring its ethical use, fairness, and transparency is paramount. Regulatory bodies and stakeholders will demand accountability, and a single AI bias could lead to massive reputational or legal issues.

  • AI explainability (XAI) in sourcing decisions
  • Bias detection and mitigation in algorithmic suppl
  • Data privacy in AI-driven spend analysis
  • Human oversight frameworks for autonomous procurem
  • Regulatory compliance for AI in supply chain (e.g.

Circular Economy & Sustainable Sourcing Leadership

Sustainability isn't a 'nice-to-have' anymore; it's a strategic imperative driven by consumer demand, investor pressure, and regulatory mandates. As VP, you'll be accountable for embedding circular economy principles and deep sustainability metrics across our entire global supply chain, moving beyond simple 'green' initiatives to fundamental design and sourcing changes.

  • Life Cycle Assessment (LCA) for procured goods
  • Design for Disassembly and Recyclability (DfD/DfR)
  • Extended Producer Responsibility (EPR) implication
  • Traceability and transparency in raw material sour
  • Carbon footprint reduction strategies across the s

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Supply Chain Strategy & Optimisation
  • Mergers & Acquisitions (M&A) Procurement Integration
  • Advanced Spend Analytics & Predictive Modelling
  • Procurement Operating Model Design

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

    VP, Global Sourcing / Category Management

    5-7 years at VP level

    Skills to master

    • Deep expertise in strategic sourcing across multiple direct and indirect categories, advanced negotiation, global supplier relationship management, and driving significant cost reduction initiatives.

    You're ready to move on when

    • Consistently delivered multi-million pound savings across a diverse portfolio of categories.
    • Successfully led complex, multi-year sourcing agreements with global strategic suppliers.
    • Built and led high-performing global category management teams.
    • Demonstrated strong influencing skills with C-suite stakeholders on sourcing strategy.
  2. 2

    VP, Procurement Systems & Digital Transformation

    5-7 years at VP level

    Skills to master

    • Deep expertise in procurement technology (P2P, CLM, Sourcing suites), enterprise architecture, digital transformation methodologies, and leading large-scale system implementations.

    You're ready to move on when

    • Successfully implemented and optimised major procurement technology platforms (e.g., Ariba, Coupa) across a global organisation.
    • Demonstrated ability to drive significant operational efficiencies through automation and digital tools.
    • Strong understanding of data analytics and its application to procurement insights.
    • Proven ability to manage complex technology vendor relationships and budgets.
  3. 3

    Chief Procurement Officer (CPO) at a smaller/mid-sized company

    3-5 years at VP level

    Skills to master

    • End-to-end accountability for all procurement functions, building a procurement organisation from the ground up (or significantly scaling it), and direct P&L responsibility for procurement's contribution.

    You're ready to move on when

    • Demonstrated ability to operate with full autonomy and accountability for a significant function.
    • Proven track record of building and leading a complete procurement strategy, not just a segment.
    • Strong financial acumen and ability to articulate procurement's value directly to a CEO/Board.
    • Comfortable with a broader scope of responsibility and less established infrastructure.

15Where this role leads

The long view: This role can lead to leading a company's entire operations, shaping the supply chain of a large organisation, or advising other businesses on procurement strategy.

The ten Future Fluencies

Zavmo analysis

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

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how VP, Global 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:

  • CEO of a smaller/mid-sized company or subsidiary

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 VP, Global Procurement Operations.

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

Applied to your work in VP, Global 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.

See Your Progress Grow Illustration
VP, Global Procurement Operations
  • Global Supply Chain Strategy & Optimisation
  • Mergers & Acquisitions (M&A) Procurement Integration
  • Advanced Spend Analytics & Predictive Modelling
  • Procurement Operating Model 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.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

VP, Global Procurement Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Operating Officer (COO)

    3-5 years as VP, Global Procurement Operations

    Significant (from C-suite functional to C-suite enterprise)

    • Manufacturing operations management (Lean, Six Sigma)
    • Global logistics and distribution network design
    • Customer service and experience strategy
    • Sales & Operations Planning (S&OP) leadership

  2. CEO of a smaller/mid-sized company or subsidiary

    5-7 years as VP, Global Procurement Operations

    Significant (from C-suite functional to CEO)

    • Go-to-market strategy
    • Investor relations and external communication (direct CEO role)
    • Board governance and stakeholder management (as CEO)
    • Organisational culture and talent strategy (enterprise-wide)
Working with AI on the job

Working with AI

Where AI is starting to help

At the C-suite level, AI isn't just about saving a few hours; it's about fundamentally transforming how we operate, make decisions, and create enterprise value. As VP, Global Procurement Operations, you'll be the visionary championing AI to build a smarter, more resilient, and more cost-effective global supply chain.

Imagine a world where your teams spend less time on manual tasks and more on strategic insights, where risks are predicted before they materialise, and where every purchasing decision is optimised by intelligent systems. That's the power of AI in procurement, and you'll be leading the charge to make it a reality across our entire organisation.

Predictive Risk & Resilience

Use AI to proactively identify and mitigate supply chain risks. This means predictive analytics on geopolitical events, supplier financial health, and raw material price fluctuations, giving you a strategic advantage to prevent disruptions before they hit. You'll move from reactive to truly predictive risk management across our entire global footprint.

Intelligent Spend Optimisation

Deploy AI algorithms to analyse global spend data, identifying hidden savings opportunities, optimising sourcing strategies, and even suggesting alternative suppliers or contract terms. This isn't just about reporting; it's about an AI co-pilot for strategic sourcing that drives millions in P&L impact. Imagine AI negotiating for you.

Autonomous P2P Operations

Lead the charge to automate large parts of the Procure-to-Pay cycle, from AI-driven invoice processing and three-way match resolution to smart contract clause extraction and compliance monitoring. This frees up your global teams to focus on strategic initiatives, not transactional headaches. It's about building a truly 'lights-out' operation where possible.

Executive Decision Intelligence

Leverage AI to generate real-time, actionable insights for the Board and C-suite. This means AI-powered dashboards that predict future spend, highlight critical risks, and model the impact of strategic procurement decisions, allowing for data-driven leadership at the highest level. You'll have the answers before the questions are even asked.

Common questions

Common questions

How do you become a VP, Global Procurement Operations?

Common routes in include VP, Global Sourcing / Category Management (5-7 years at VP level), VP, Procurement Systems & Digital Transformation (5-7 years at VP level) and Chief Procurement Officer (CPO) at a smaller/mid-sized company (3-5 years at VP level). Times vary with prior experience.

Where can a VP, Global Procurement Operations progress to?

This role can lead on to Chief Operating Officer (COO) (3-5 years as VP, Global Procurement Operations) and CEO of a smaller/mid-sized company or subsidiary (5-7 years as VP, Global Procurement Operations), depending on the skills you build.

What new skills matter most for a VP, Global Procurement Operations?

Increasingly, Ethical AI Governance in Supply Chain and Circular Economy & Sustainable Sourcing Leadership. These are the skills our record of this role lists as growing.

Free tools

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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

Skills in global operations, strategic sourcing, risk management and digital transformation carry across sectors. Manufacturing, retail, technology, healthcare and government all need this kind of procurement leadership, especially when they are changing how they operate or manage supply chains.

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

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.