UK

United Kingdom · PR and communications · Principal/Manager (12-16 years)

Manager, Public Affairs and Government Relations

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

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  • Experience bandPrincipal/Manager (12-16 years)
  • Direct reports3-8 reports
  • Reports toDirector, Government Relations & Public Policy
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Government Relations (UK) · Senior Public Policy Manager · Public Affairs Lead, UK · Policy & Advocacy Manager

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

NCTJ Level 5 Diploma in Journalism NCTJ Training · Level 5 · covers 1 of 5 standards
City & Guilds Level 3 Certificate in Operational Delivery (VRQ) City & Guilds Limited · Level 3 · covers 1 of 5 standards
BIIAB Level 4 Diploma in Advice and Guidance (NVQ) BIIAB · Level 4 · covers 1 of 5 standards
Highfield Level 3 Diploma in Business Administration (RQF) Highfield Qualifications · Level 3 · covers 1 of 5 standards
Highfield Level 3 Diploma in Management (RQF) Highfield Qualifications · Level 3 · covers 1 of 5 standards
IAO Level 3 Certificate in Operational Delivery (Advanced) Innovate Awarding · Level 3 · covers 1 of 5 standards

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

The units you would start with

Public Affairs for Journalists NCTJ Level 5 Diploma in Journalism
Working in operational delivery City & Guilds Level 3 Certificate in Operational Delivery (VRQ)
Advocate on behalf of advice and guidance clients BIIAB Level 4 Diploma in Advice and Guidance (NVQ)
Implement change Highfield Level 3 Diploma in Business Administration (RQF)
Leading a team IAO Level 3 Certificate in Operational Delivery (Advanced)

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
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for Manager, Public Affairs and Government Relations

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

  1. Public Affairs for Journalists NCTJ Training · covers 1 of 5 standards Level 5
  2. Working in operational delivery City & Guilds Limited · covers 1 of 5 standards Level 3
  3. Advocate on behalf of advice and guidance clients BIIAB · covers 1 of 5 standards Level 4
  4. Implement change Highfield Qualifications · covers 1 of 5 standards Level 3
  5. Leading a team Innovate Awarding · covers 1 of 5 standards Level 3
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 Manager, Public Affairs and Government Relations?

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

  • Advanced AI for Geopolitical & Policy Forecasting
  • Digital Ethics & AI Governance Advocacy
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 Manager, Public Affairs and Government Relations plan as you set up, starting with the free Automation Fluency module. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

This job involves running a team that shapes government policy and public affairs strategy for a specific jurisdiction, such as the UK government or a regional bloc.

4What you'd actually use

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

FiscalNote / Quorum / POLITICO Pro Strategic

You'll be evaluating and selecting these platforms for your team, ensuring they're integrated into our workflow, and using the high-level insights to brief senior leadership on legislative trends and risks.

Salesforce for Government Relations / Capitol Canary Architect

You'll drive the CRM strategy for your team, ensuring data hygiene, designing custom reports to map stakeholder influence, and using the data to forecast political outcomes and allocate resources effectively.

Cision / Meltwater / Critical Mention Strategic

You'll use these tools to shape proactive media strategy and narrative development, briefing the Director and C-suite on the reputational landscape, and overseeing your team's use for real-time intelligence during crises.

Confluence / Notion / MS Teams Expert

You'll champion and enforce knowledge management standards for your team, designing information architecture, and ensuring institutional memory is retained, especially during political transitions or team changes.

Tableau / Power BI / Diligent Boards Advanced

You'll design and own the function's executive dashboards, preparing and presenting policy sections for board books, translating complex policy impacts into clear, visual reports for senior leadership.

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
Policy Position Development Draft initial research and background papers, following established guidelines. No decision authority. Propose initial policy positions for specific issues, based on research and internal consultation. Requires manager approval. Design and recommend comprehensive policy positions for a given issue, including potential trade-offs. Consult with Director before finalising.
External Consultant Engagement Research potential consultants and gather quotes. No decision authority. Recommend preferred consultants based on scope and cost. Requires manager approval. Select and manage consultants for specific projects up to £25K, with manager approval. Define scope of work.
Team Hiring & Performance Participate in interview panels as an observer. No hiring or performance management authority. Provide feedback on junior candidates. Contribute to performance reviews for peers/juniors. Lead interviews for junior roles, provide strong recommendations. Mentor junior team members.
Budget Allocation (Operational) Track expenses against project budgets. No allocation authority. Propose spend for specific advocacy activities (e.g., event sponsorship) up to £5K. Requires manager approval. Approve project-specific spend up to £15K within approved programme budget. Inform manager.

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.

Success Rate on Priority Policy Objectives
The percentage of top-tier legislative or regulatory priorities (passing favourable legislation, blocking unfavourable proposals) that your team successfully influences.
Target · Achieve an 80% success rate on top-tier policy objectives.

In Q2, your team successfully influenced the removal of a problematic clause from the Digital Markets Bill, protecting an estimated £15M in future revenue. That's a win.

Reduction in Political/Regulatory Risk Score
The measurable decrease in our internal political and regulatory risk assessment for your assigned jurisdiction or policy area, based on identified threats and your team's mitigation efforts.
Target · Reduce the company's political/regulatory risk score by 10% year-over-year for your portfolio.

At the start of the year, a new data privacy regulation was rated 'High Risk' (score of 8/10). By year-end, your team's advocacy led to clarifications that lowered the risk to 'Medium' (score of 4/10), a 50% reduction.

Business Value Protected or Secured
The estimated financial value (e.g., avoided taxes, reduced compliance costs, new market access) directly attributable to your team's policy outcomes.
Target · Secure or protect >£50M in business value through policy outcomes annually.

Through your team's work on the online sales tax debate, we avoided an estimated £20M in new tax liabilities. Separately, your advocacy opened up a new market segment worth £35M in projected revenue. Total: £55M.

Budget Adherence for External Engagements
How well your team manages and stays within the allocated budget for external lobbying consultants, trade association memberships, and advocacy campaigns.
Target · Maintain actual spend within 5% of allocated budget.

Your team's Q3 external spend was £125,000 against a £120,000 budget, a 4.1% variance. We'll want to understand any overspends, but this is generally acceptable.

Quality of Strategic Policy Advice
The depth, foresight, and actionability of the policy intelligence and strategic recommendations you provide to senior leadership and internal teams.
  • Senior leaders consistently seek your input on strategic decisions
  • your advice is seen as proactive and helps avoid surprises
  • internal teams (Legal, Product) rely on your policy insights for their planning
  • you're able to clearly articulate complex political scenarios and their business implications.
Team Development & Engagement
The effectiveness of your leadership in mentoring, developing, and retaining your direct reports, fostering a high-performing and engaged team.
  • Regular 1:1s with clear development goals
  • direct reports show measurable skill growth and take on increased responsibility
  • strong team retention rates
  • positive feedback in internal engagement surveys
  • your team is seen as a 'talent magnet' within the organisation.
Strength of External Relationships
The depth and breadth of the relationships your team builds and maintains with key policymakers, civil servants, and industry influencers, leading to trusted access and early intelligence.
  • Your team is often the first call for informal consultations on emerging policy
  • key external contacts proactively share information
  • you're invited to participate in policy working groups
  • our company is recognised as a constructive and credible voice in policy debates.
Internal Alignment & Collaboration
Your ability to effectively align internal business units (Legal, Product, Sales) around shared policy objectives and ensure consistent messaging.
  • Product launches are aligned with regulatory timelines
  • Legal reviews benefit from your early policy insights
  • sales teams understand and can articulate our policy positions
  • you successfully mediate differing internal views to present a unified company stance externally.

7Would you like it

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

What people enjoy
Shaping the Rules of the Game

You get a real kick out of seeing your team's work directly influence a new piece of legislation or a regulatory decision. It's about knowing you've had a hand in creating a more favourable operating environment for the business, or even the entire industry.

Your team's input led to a key amendment in a new bill, preventing a costly compliance burden for our product. That's a tangible win you can point to.

Leading and Developing a High-Impact Team

You love seeing your direct reports grow, take ownership of complex issues, and deliver impressive results. Mentoring junior colleagues and helping them navigate the political landscape brings you a lot of satisfaction.

One of your advisors successfully led a coalition meeting with a senior MP, something they wouldn't have done six months ago without your guidance. That's a proud moment.

Navigating Complex Challenges

You thrive on the intellectual challenge of untangling knotty policy issues, figuring out the political chess game, and devising creative solutions. The more ambiguous the problem, the more engaged you become.

When a sudden government consultation drops with a tight deadline, you're the first to volunteer to lead the response, seeing it as an exciting puzzle to solve with your team.

What frustrates people
  • The Attention Deficit: Your company's multi-million-pound issue is just one of a thousand things a legislator is dealing with. You're constantly fighting for 15 minutes of a distracted staffer's time, and you'll need to manage your team's expectations around this.
  • The Internal Education Gap: Constantly explaining to internal teams (Legal, Finance, Product) that government doesn't operate on pure logic; it's a messy, irrational process of relationships, timing, and compromise. And then you have to manage your team's frustration with this too.
  • The Tyranny of the Calendar: A critical issue can lie dormant for months, then suddenly appear on the schedule for a vote with 24 hours' notice, requiring you and your team to drop everything and work late nights.
  • The ROI Black Hole: It's incredibly difficult to assign a clear pound value to your biggest wins, which are often bad things that didn't happen (a costly regulation blocked, a new tax avoided). Explaining this to Finance can be a constant battle.
  • Political Whiplash: A single election can wipe out your entire network of champions and contacts, forcing you to start from scratch with a new administration or committee chair who is ideologically opposed to you. This also means rebuilding your team's relationships and morale.
  • Being the Messenger: You are often the one delivering bad news to executives that the political reality doesn't align with their business goals, and you might get blamed for the outcome. You'll also be the one to deliver this news to your team.
What this role does not give you
  • A predictable 9-to-5 schedule; urgent requests and political events don't care about your plans.
  • Guaranteed, immediate gratification; policy change is a long, slow grind.
  • A clear, direct correlation between effort and outcome every single time; politics is often about timing and luck.
  • A quiet, solitary work environment; you'll be constantly interacting, presenting, and managing.

8Who you work with

This role directly shapes our operating environment by influencing legislative and regulatory outcomes. You'll be protecting our licence to operate, safeguarding against adverse policy changes, and actively creating opportunities for growth. Frankly, you're responsible for securing and protecting significant business value, often in the tens of millions of pounds, by navigating complex political currents.

Inside the business
  • Legal & Compliance teams (for regulatory advice)
  • Product & Engineering leadership (for understanding new tech impacts)
  • Sales & Marketing (for market access and messaging alignment)
  • Finance (for budget approvals and economic impact analysis)
  • Senior Leadership Team (for strategic policy briefings)
Outside the business
  • Members of Parliament (MPs) and their staff
  • Civil Servants and regulatory bodies (e.g., FCA, ICO, Ofcom)
  • Trade Associations and Industry Bodies
  • Think Tanks and Academic Institutions
  • NGOs and Consumer Advocacy Groups
  • External lobbying consultants and agencies

9What you need before you start

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

  • Proven experience (typically 12+ years) in public affairs, government relations, or a related field, with a significant portion spent in a leadership or management capacity.
  • Demonstrable track record of successfully leading advocacy campaigns and achieving tangible policy outcomes in a complex political environment.
  • Experience managing a team of public affairs professionals, including hiring, performance management, and professional development.
  • Deep understanding of the UK political system, legislative processes, and regulatory landscape (or equivalent for another major jurisdiction).
  • Strong existing network of contacts within government, industry, and relevant third-party organisations.
  • A clear ability to translate complex business objectives into compelling policy arguments and vice versa.

10What to practise next

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

Integrated Advocacy Tech Stack Management

Gone are the days of siloed tools. The future demands a seamlessly integrated tech stack where legislative intelligence, CRM, and advocacy platforms talk to each other. You'll need to be the one to drive this integration, ensuring data flows efficiently and our campaigns are truly multi-channel and data-driven.

API Integrations · Data Warehousing for GR · Automated Workflows · Vendor Landscape Evaluation

  • This quarter: Map out our current GR tech stack, identifying data silos and manual transfer points.
  • Next quarter: Research potential integration solutions or platforms that could connect our key tools (e.g., Zapier, custom APIs).
  • Month 6: Develop a business case for a more integrated GR tech stack, highlighting efficiency gains and strategic advantages.
  • Month 9: Lead a pilot project to integrate two key GR tools, demonstrating the benefits to your team and leadership.

Quick win: Identify one repetitive manual data transfer between two tools your team uses and research if a simple, no-code automation (like Zapier) could handle it. Try it out!

11Staying current once you are in

What people here do to keep up
  • Regularly attending parliamentary briefings, select committee hearings, and relevant policy conferences (e.g., those hosted by think tanks or trade associations).
  • Subscribing to and actively reading key political and policy publications (e.g., The Spectator, New Statesman, FT, Politico Europe).
  • Participating in industry working groups or committees focused on emerging policy issues relevant to our sector.
  • Mentoring junior professionals in the public affairs field, which helps solidify your own knowledge and leadership skills.
  • Taking courses or workshops on advanced negotiation, strategic communications, or leadership development.
  • Actively engaging with professional networks like the Public Affairs Council or the Association of Professional Political Consultants (APPC).

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.

Advanced AI for Geopolitical & Policy Forecasting

Beyond just summarising bills, AI is getting seriously good at predicting political outcomes, identifying emerging risks, and even modelling the impact of different policy interventions. Competitors who master this will have a serious strategic advantage, allowing for truly proactive rather than reactive policy work.

  • Predictive Analytics in GR
  • Scenario Planning with AI
  • AI-driven Risk Identification
  • Explainable AI (XAI)

Digital Ethics & AI Governance Advocacy

As our company uses more AI, we'll face increasing scrutiny from regulators and the public about how we're using it ethically, fairly, and transparently. Your role will shift to not just understanding these regulations, but actively shaping them and ensuring our internal practices are robust enough to withstand public and political challenge.

  • AI Act (EU) & UK AI Regulation
  • Algorithmic Bias & Fairness
  • Data Governance & Privacy in AI
  • Transparency & Explainability in AI

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Legislative & Regulatory Analysis
  • Stakeholder Mapping & Influence Pathways
  • Coalition Building & Management
  • Multi-Channel Advocacy Campaign Design
  • Political Risk Forecasting
  • Policy Narrative & Message Framing

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

    Senior Government Relations Advisor (L3)

    5-8 years of experience, including 2-3 years at the Senior Advisor level.

    Skills to master

    • Deep expertise in a specific policy area, ability to independently lead advocacy projects, strong relationship-building with mid-level government contacts, initial experience mentoring junior colleagues.

    You're ready to move on when

    • Successfully owned and delivered multiple policy wins on specific issues.
    • Consistently sought out for advice by internal teams on your area of expertise.
    • Demonstrated ability to manage complex projects with minimal supervision.
    • Proactively mentored junior team members and contributed to their development.
  2. 2

    Lead Policy Strategist (L4)

    8-12 years of experience, including 3-4 years at the Lead Strategist level.

    Skills to master

    • Ability to design and execute multi-state or federal advocacy strategies, manage relationships with senior staff and principals, lead cross-functional policy initiatives, and a proven track record of influencing significant policy outcomes.

    You're ready to move on when

    • Architected and successfully delivered at least two major, multi-faceted advocacy campaigns.
    • Regularly engaged with senior government officials and industry leaders.
    • Consistently provided strategic, proactive policy advice to senior internal stakeholders.
    • Demonstrated leadership in guiding project teams and influencing outcomes without direct authority.
  3. 3

    Consultancy Principal / Senior Consultant

    10-15 years in a leading public affairs consultancy.

    Skills to master

    • Client management, strategic advice across diverse sectors, team leadership on client accounts, business development, and a broad network of political contacts.

    You're ready to move on when

    • Successfully managed a portfolio of high-profile clients with complex policy challenges.
    • Led teams of consultants to deliver effective advocacy strategies.
    • Proven ability to translate client business needs into actionable public affairs plans.
    • Strong commercial acumen and understanding of business impact.

15Where this role leads

The long view: This work can lead to senior public affairs or corporate affairs leadership, shaping company and industry policy through ethical, effective engagement.

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 Manager, Public Affairs and Government Relations is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Public Affairs for Journalists, worked against Manager, Public Affairs and Government Relations.

Public Affairs for Journalists Level 5

Applied to your work in Manager, Public Affairs and Government Relations

The objective of this unit is to provide learners with a comprehensive understanding of the structure and accountability of local and central government in the UK. Learners will be able to analyse the sources and controls of public and private sector funding, and evaluate the structure and delivery of key public services.

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
Manager, Public Affairs and Government Relations
  • Legislative & Regulatory Analysis
  • Stakeholder Mapping & Influence Pathways
  • Coalition Building & Management
  • Multi-Channel Advocacy Campaign Design
  • Political Risk Forecasting
  • Policy Narrative & Message Framing
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

Manager, Public Affairs and Government Relations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director, Government Relations & Public Policy (L6)

    Roughly 3-5 years in the Manager role, depending on organisational growth and individual performance.

    This is a significant step up, moving from managing a team and a specific jurisdiction to shaping the overall government relations strategy for a major business unit or the entire organisation. You'll be advising business unit leadership and managing external consultants at a higher level.

    • Advanced M&A Policy Due Diligence Leading the policy due diligence for potential mergers and acquisitions.
    • Enterprise-wide Policy Framework Design Developing consistent policy positions and engagement protocols across all markets.
    • High-Stakes Crisis Management Leading the GR response during major, company-defining crises.
    • External Affairs Integration Overseeing the integration of GR with broader corporate communications and sustainability efforts.
Working with AI on the job

Working with AI

Where AI is starting to help

Imagine having more time to focus on high-level strategy, stakeholder relationships, and developing your team, rather than getting bogged down in the day-to-day grind. That's exactly what AI tools can offer you as a Public Affairs Manager.

AI isn't here to replace your team; it's here to supercharge their productivity, giving you cleaner data, faster insights, and more time to lead. You'll be guiding your team to use these tools, reviewing their AI-assisted outputs, and leveraging the freed-up time for deeper strategic thinking and engagement.

Automated Policy Briefing Review

Your team uses AI to ingest new legislation and automatically summarise the sections relevant to our business. You, as manager, then quickly review these AI-generated summaries, saving you hours of reading and allowing you to focus on the strategic implications and potential responses.

Strategic Stakeholder Influence Analysis

AI analyses public records, social media, and news mentions to build dynamic influence maps. You'll use these maps to identify non-obvious connections between policymakers and key influencers, helping you refine your team's advocacy strategy and allocate resources more effectively.

Rapid Executive Briefing Generation

When a major political event or regulatory announcement happens, AI can rapidly scan internal and external data to draft initial executive briefings. You'll then refine these drafts for the C-suite, ensuring they're concise, accurate, and strategically focused, cutting down your preparation time significantly.

Optimised Advocacy Campaign Design

Your team uses AI to draft hyper-personalised outreach messages for advocacy campaigns, tailored to individual legislators' interests. You, as manager, will review and approve these AI-generated messages, ensuring brand consistency and strategic alignment, while significantly speeding up campaign launch times.

Common questions

Common questions

How do you become a Manager, Public Affairs and Government Relations?

Common routes in include Senior Government Relations Advisor (5-8 years of experience, including 2-3 years at the Senior Advisor level.), Lead Policy Strategist (8-12 years of experience, including 3-4 years at the Lead Strategist level.) and Consultancy Principal / Senior Consultant (10-15 years in a leading public affairs consultancy.). Times vary with prior experience.

Where can a Manager, Public Affairs and Government Relations progress to?

This role can lead on to Director, Government Relations & Public Policy (Roughly 3-5 years in the Manager role, depending on organisational growth and individual performance.), depending on the skills you build.

What new skills matter most for a Manager, Public Affairs and Government Relations?

Increasingly, Advanced AI for Geopolitical & Policy Forecasting and Digital Ethics & AI Governance Advocacy. These are the skills our record of this role lists as growing.

Free tools

Want a read on where you stand?

Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where to go from here

Other roles at Level 5

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

 More jobs in PR and communications

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

The skills built in this role transfer well. They can lead to senior public affairs roles in other regulated industries such as energy, pharmaceuticals or financial services. They can also lead to work at a public affairs consultancy, or policy advisory roles in government or a think tank. The ability to work through complex political environments and influence outcomes is useful in many settings.

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.