UK

United Kingdom · Property and facilities · C-Suite (20+ years)

VP, Global Head of Corporate Real Estate

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 bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO)
  • UK framework levelUsually someone running a function, or a director

Also advertised as Chief Real Estate Officer (CREO) · Global Head of Property & Workplace · Executive Director of Real Estate · Chief Facilities & Real Estate Officer

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

No confident skill match yet for VP, Global Head of Corporate Real Estate. The closest we hold is below.

ABBE Level 4 Certificate for Built to Rent and Private Rented Sector Awarding Body for the Built Environment · Level 4 · covers 1 of 1 standard

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

The units you would start with

An introduction to property residential management in the Build to Rent (BTR) and Private Rented Sector (PRS) ABBE Level 4 Certificate for Built to Rent and Private Rented Sector
Introduction to the Purpose and Structure of the Property Market ABBE Level 3 Certificate in Property Advice and Practice
The Property Profession Awarding Body for the Built Environment Level 3 Vocationally-Related Qualification in Residential Sales

The future skills this job leans on

Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Frontier Fluency the next wave, beyond mainstream AI
Trust Fluency keeping the digital world safe
Your Plan Illustration

Built for VP, Global Head of Corporate Real Estate

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

  1. An introduction to property residential management in the Build to Rent (BTR) and Private Rented Sector (PRS) Awarding Body for the Built Environment · covers 1 of 1 standards Level 4
  2. Introduction to the Purpose and Structure of the Property Market Awarding Body for the Built Environment · covers 1 of 1 standards Level 3
  3. The Property Profession Awarding Body for the Built Environment · covers 1 of 1 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 VP, Global Head of Corporate Real Estate?

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

  • ESG & Climate Resilience Strategy
  • Digital Twin & Metaverse Integration for Asset Management
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 Head of Corporate Real Estate plan as you set up, starting with the free Growth Mindset 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 role oversees a global property portfolio, deciding where a business operates and how its spaces are used. It involves planning years ahead, working out where premises are needed, how to get there, and what those spaces say about the organisation. It carries direct accountability for one of the largest balance sheet items and operating costs a business holds.

4What you'd actually use

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

IWMS / Lease Admin (e.g., Archibus, Planon, Trimble Manhattan) Strategic

Defining enterprise-wide data governance standards, leading system selection and integration with ERP/HRIS, and using aggregated data for board-level reporting and strategic decision-making.

Financial Modeling (e.g., Argus Enterprise, Advanced Excel) Architect

Setting global modeling standards, critically reviewing and defending complex financial models for M&A, capital allocation, and long-range planning to the Board and investors.

BI & Visualization (e.g., Tableau, Power BI) Strategic

Defining enterprise-wide CRE KPIs, using executive dashboards for board-level reporting, strategic storytelling, and challenging team assumptions based on data insights.

Executive Planning Platforms (e.g., Anaplan, Workday Adaptive Planning) Advanced

Utilising these platforms for strategic portfolio planning, long-range capital forecasting, and complex scenario analysis tied directly to corporate growth projections and shareholder value.

AI-Powered Real Estate Analytics (e.g., Prophia, Leverton, VTS) Strategic

Championing the adoption of AI tools to automate routine tasks, enhance predictive analytics for portfolio optimisation, and gain competitive intelligence for strategic decision-making at the executive level.

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
Enterprise Real Estate Strategy N/A N/A N/A
Global Portfolio Capital Allocation (£) N/A N/A N/A
Major M&A Real Estate Integration N/A N/A N/A
Organisational Design & Leadership Hiring (CRE Function) N/A N/A N/A
Board-Level Reporting & Recommendations N/A N/A N/A

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.

Portfolio Cost as % of Revenue
Total occupancy cost (rent, service charges, utilities, capital depreciation) as a percentage of overall company revenue.
Target · Maintain or reduce by 0.5-1% year-over-year, even with growth.

If revenue grows by 10%, ensuring occupancy costs grow by less than 9.5% demonstrates efficient portfolio management and cost optimisation.

Capital Project ROI (Portfolio-wide)
The return on investment across all major capital projects (e.g., new HQs, major fit-outs, strategic dispositions).
Target · Achieve a target portfolio-wide ROI of >15% on all capital invested in real estate projects, measured over 5 years.

A new HQ project with a £50M investment should demonstrate a clear financial return, perhaps through reduced operational costs, increased productivity, or asset appreciation, exceeding the 15% hurdle rate.

Strategic Alignment Score
Percentage of major real estate initiatives (new sites, dispositions, significant lease events) that directly support a documented corporate strategic goal (e.g., market expansion, talent hub creation, sustainability targets).
Target · 100% of major real estate initiatives directly support a documented corporate strategic goal.

Opening a new R&D centre in Cambridge directly aligns with the 'Innovate in Key Tech Hubs' corporate strategy, scoring a point towards 100% alignment.

Portfolio Optimisation & Utilisation Rate
Improvement in space utilisation (e.g., square metres per person) across the global portfolio, balanced with employee satisfaction.
Target · Improve portfolio space utilisation by 3-5% annually without negatively impacting employee engagement scores related to workplace.

Reducing the average office footprint from 10 sqm/person to 9.5 sqm/person across 500,000 sqm of office space, while maintaining or improving employee NPS for workplace.

Board and Executive Confidence
The level of trust and confidence the Board and Executive Leadership Team have in your strategic recommendations and execution.
  • You're proactively consulted on major strategic decisions with real estate implications. Your presentations to the Board are concise, data-driven, and rarely challenged on core assumptions. The CEO regularly relies on your input for long-range planning documents. You're seen as a credible, indispensable voice at the executive table.
External Reputation & Industry Leadership
How the company is perceived externally regarding its real estate strategy, innovation, and sustainability efforts.
  • You're invited to speak at major industry conferences. The company wins awards for innovative workplace design or sustainable building practices. Competitors look to our portfolio for best practices. You're recognised as a thought leader in corporate real estate, which frankly, helps with recruitment and brand perception.
Talent Attraction & Retention (Workplace Factor)
The extent to which our physical workplaces contribute positively to attracting and retaining top talent.
  • Employee engagement surveys consistently show high satisfaction with workplace facilities and environment. Recruitment feedback often cites our offices as a positive differentiator. We see a measurable decrease in attrition rates in locations where significant workplace investments have been made. Our offices are genuinely seen as a place people want to be.
Risk Management & Compliance
The effectiveness of managing real estate-related risks (e.g., lease compliance, regulatory changes, health & safety).
  • Zero critical audit findings related to lease administration or property compliance. Proactive identification and mitigation of emerging regulatory risks (e.g., ESG reporting for property). No significant operational disruptions due to property-related issues. Our legal team trusts your oversight implicitly.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll spend a good chunk of your time in strategic planning sessions with the CEO and other C-suite members, where your input on our physical footprint directly influences major business decisions like market entry, M&A, and talent strategy. You're not just executing; you're defining the playing field.

Leading the strategic planning for a new global HQ, identifying locations that align with future talent pools and sustainability goals, and presenting the business case to the Board.

Driving Significant P&L Impact

You're accountable for a multi-million-pound P&L, and frankly, you get a kick out of seeing your strategic decisions translate into tangible savings, optimised capital deployment, and increased asset value. You'll regularly review financial performance, identifying opportunities to improve efficiency or unlock value.

Successfully negotiating a global portfolio lease restructuring that saves £10M annually, or overseeing the disposition of underperforming assets to free up capital for strategic investments.

Building & Leading High-Performing Global Teams

You thrive on developing your global leadership team, empowering them to deliver complex projects and manage vast portfolios. You'll spend time mentoring, coaching, and setting the strategic direction for hundreds, if not thousands, of real estate and facilities professionals worldwide. Seeing your team succeed on a global scale is a huge driver for you.

Developing a new global talent development programme for CRE professionals, or successfully integrating real estate teams from a newly acquired company into our global structure.

What frustrates people
  • The 'urgent' directive from the Board that completely upends a multi-year strategy you've just spent months building.
  • Navigating complex global regulatory environments and local political landscapes that can stall critical projects for years.
  • Dealing with the sheer inertia of a large, established organisation when trying to implement transformative workplace changes.
  • The constant pressure to cut costs while simultaneously being asked to deliver 'world-class' (sorry, 'best-in-class') facilities and employee experiences.
  • The challenge of getting accurate, consistent data from disparate global systems and local teams to inform enterprise-level decisions.
What this role does not give you
  • A quiet, predictable work environment with minimal external pressure.
  • The ability to make unilateral decisions without extensive consultation and buy-in from multiple executive stakeholders.
  • A role where you can avoid internal politics or challenging difficult conversations with senior leaders.
  • A clear, linear path where every initiative you start will see full completion exactly as planned.

8Who you work with

This role directly impacts the company's financial performance through significant capital expenditure and operational cost management, influences talent acquisition and retention via workplace strategy, and shapes our global operational footprint. Decisions here can affect our market competitiveness, brand reputation, and long-term sustainability. You're accountable for tens of millions in annual spend and billions in asset value, so the stakes are incredibly high.

Inside the business
  • CEO and Executive Leadership Team
  • Chief Financial Officer (CFO) and Finance leadership
  • Chief People Officer (CPO) and HR leadership
  • Chief Legal Officer (CLO)
  • Global Business Unit Presidents
  • Board of Directors
Outside the business
  • Investors and Shareholders
  • Major Landlords and Developers
  • Global Real Estate Brokers and Advisors
  • Regulatory Bodies (e.g., local planning authorities)
  • Key Vendors (e.g., global construction firms, IWMS providers)
  • Industry Associations and Thought Leaders

9What you need before you start

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

  • A proven track record of 20+ years in corporate real estate, with at least 5-7 years in a global leadership role (e.g., Director of Global Real Estate or similar).
  • Demonstrable experience managing a multi-billion-pound global property portfolio, including significant P&L accountability.
  • Extensive experience leading complex, multi-million-pound capital projects and major real estate transactions (e.g., global HQ moves, M&A integrations).
  • A history of successfully building, leading, and developing high-performing global teams.
  • Proven ability to present to and influence Board-level executives and external investors.
  • Deep understanding of global real estate markets, financial modelling, and lease accounting standards.

10What to practise next

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

AI-Driven Predictive Analytics & Machine Learning for Portfolio Management

The volume and complexity of real estate data are exploding. AI and ML are becoming indispensable for identifying patterns, predicting market shifts, optimising portfolio performance, and automating decision support at an enterprise scale. Your team will be using these; you need to understand their strategic implications and limitations.

Reinforcement Learning for Portfolio Optimisation · Natural Language Processing (NLP) for Lease Analysis · Generative AI for Strategic Scenario Generation · Ethical AI & Bias in Real Estate Data

  • This quarter: Attend an executive briefing on the latest AI/ML applications in commercial real estate.
  • Next 6 months: Challenge your Head of Analytics to present how they're already using or planning to use advanced AI/ML for portfolio insights.
  • Next 12 months: Sponsor a pilot project for an advanced AI-driven predictive model for market forecasting or lease negotiation strategy.
  • Ongoing: Read industry reports and engage with leading AI vendors to understand the cutting edge of real estate technology.

Quick win: Ask your team to demonstrate how they're using existing AI tools to automate reporting or identify cost-saving opportunities. Insist on a 'no manual abstraction' policy for new leases.

Blockchain & Smart Contracts for Real Estate Transactions

While still nascent, blockchain technology has the potential to revolutionise real estate transactions by increasing transparency, security, and efficiency through smart contracts. As a global leader, you need to understand its potential to disrupt traditional processes and reduce transaction costs.

Distributed Ledger Technology (DLT) in Property · Smart Contracts for Lease Agreements · Tokenisation of Real Estate Assets · Data Security & Immutability

  • This quarter: Read a foundational text or attend a webinar on blockchain in real estate.
  • Next 6 months: Task your legal and finance teams to research the potential for smart contracts in our lease agreements.
  • Next 12 months: Explore participation in an industry consortium or pilot programme testing blockchain for property transactions.
  • Ongoing: Monitor regulatory developments around digital assets and blockchain in key jurisdictions.

Quick win: Engage with our legal and IT teams to understand the current state of blockchain adoption in our industry and identify any low-risk areas for exploration, like secure document sharing.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive leadership programmes and strategic forums (e.g., Harvard Business School, London Business School executive education).
  • Active involvement and leadership roles in global industry associations like CoreNet Global, RICS, or ULI.
  • Mentoring emerging talent within the real estate profession, both internally and externally.
  • Publishing thought leadership articles or speaking at major industry conferences on future trends in corporate real estate.
  • Building a strong external network of C-suite peers, investors, and strategic partners.

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.

ESG & Climate Resilience Strategy

Climate change, regulatory pressures (e.g., Net Zero targets), and investor demands for sustainable operations mean real estate leaders must proactively embed ESG into every decision. This isn't just about 'green buildings' anymore; it's about portfolio resilience and reporting to the Board on our environmental impact.

  • Net Zero Pathway for Real Estate
  • Climate Risk Assessment & Adaptation
  • Social Value Creation
  • ESG Reporting Frameworks (e.g., GRESB, TCFD)

Digital Twin & Metaverse Integration for Asset Management

The convergence of physical and digital spaces is accelerating. Digital twins offer unprecedented insights into building performance, maintenance, and space utilisation. Looking further, the metaverse could redefine how we interact with and manage our virtual representations of physical assets, impacting everything from design reviews to remote facilities management.

  • Digital Twin Architecture & Data Integration
  • Predictive Maintenance & Optimisation via Digital Twin
  • Virtual Collaboration & Design Review
  • Metaverse for Workplace Experience

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Portfolio Strategy & Optimisation
  • Advanced Financial Modeling & Transaction Analysis (Global)
  • Global Site Selection & Due Diligence Leadership
  • Workplace Strategy & Employee Experience
  • Capital Project Portfolio Management (Multi-billion £)

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

    Director of Global Real Estate & Workplace (Large Multinational)

    5-7 years at this level before C-suite consideration

    Skills to master

    • Mastering multi-hundred-million-pound budget management, presenting to the C-suite, integrating CRE strategy with corporate strategy, and leading large, diverse teams across multiple regions.

    You're ready to move on when

    • Successfully led a major global real estate transformation or M&A integration.
    • Consistently delivered significant cost savings or value creation across a multi-billion-pound portfolio.
    • Built and retained a high-performing global team, with clear succession planning.
    • Recognised internally and externally as a strategic leader in corporate real estate.
  2. 2

    Head of Real Estate for a Major Business Unit (FTSE 100/Fortune 500)

    7-10 years at this level

    Skills to master

    • Deep P&L ownership for a significant segment of the business, driving real estate strategy that directly supports specific business unit growth, and managing complex internal stakeholder dynamics.

    You're ready to move on when

    • Demonstrated ability to influence and align with business unit presidents and their executive teams.
    • Proven track record of delivering real estate solutions that directly contribute to business unit revenue or market share growth.
    • Successfully navigated complex internal political landscapes to achieve strategic real estate outcomes.
  3. 3

    Partner/Principal in a Global Real Estate Consulting Firm

    5-10 years at this level

    Skills to master

    • Developing and selling large-scale real estate strategies to C-suite clients, leading complex client engagements, and building a strong reputation as a thought leader and trusted advisor.

    You're ready to move on when

    • Successfully advised multiple Fortune 500/FTSE 100 clients on their global real estate strategies.
    • Demonstrated ability to drive significant revenue growth within the consulting practice.
    • Possesses an extensive network of C-suite contacts within the corporate real estate sector.

15Where this role leads

The long view: This work can lead to chief executive roles in property-focused firms, senior advisory positions in real estate investment, or board level positions across industries.

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 Head of Corporate Real Estate is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Operating Officer (COO) or Chief Financial Officer (CFO)
  • Non-Executive Director (NED) or Board Member

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 An introduction to property residential management in the Build to Rent (BTR) and Private Rented Sector (PRS), worked against VP, Global Head of Corporate Real Estate.

An introduction to property residential management in the Build to Rent (BTR) and Private Rented Sector (PRS) Level 4

Applied to your work in VP, Global Head of Corporate Real Estate

This unit aims to provide an introduction to property residential management in the Build to Rent (BTR) and Private Rented Sector (PRS). Learners will explore the evolution of property portfolio management, the importance of income, operational budgeting, and practical management issues within these sectors.

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 Head of Corporate Real Estate
  • Enterprise Portfolio Strategy & Optimisation
  • Advanced Financial Modeling & Transaction Analysis (Global)
  • Global Site Selection & Due Diligence Leadership
  • Workplace Strategy & Employee Experience
  • Capital Project Portfolio Management (Multi-billion £)
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 Head of Corporate Real Estate is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Operating Officer (COO) or Chief Financial Officer (CFO)

    3-5 years after this role

    Enterprise-wide Executive Leadership

    • Supply chain and logistics management (for COO)
    • Advanced corporate finance and treasury management (for CFO)
    • IT infrastructure and digital transformation oversight
    • Risk management across all business functions

  2. Non-Executive Director (NED) or Board Member

    2-4 years after this role, often alongside other roles

    Board Governance & Strategic Oversight

    • Financial oversight and audit committee responsibilities
    • Risk management at the board level
    • Executive compensation and succession planning
    • ESG and sustainability governance
Working with AI on the job

Working with AI

Where AI is starting to help

At the C-suite level, your time is arguably your most valuable asset. Every hour spent on routine analysis or report generation is an hour not spent on high-level strategy, investor relations, or critical talent development. Frankly, AI isn't just a tool for your team; it's a strategic partner that can significantly amplify your executive impact.

Imagine having a global real estate portfolio that practically manages itself, flagging risks and opportunities before you even ask. AI in corporate real estate isn't about replacing your strategic brain; it's about giving you superpowers to make faster, more informed decisions and free up your precious time for what truly matters: leading the enterprise.

Automated Lease Governance & Risk Monitoring

Use AI platforms to continuously monitor your entire global lease portfolio. It'll automatically flag critical dates, potential compliance breaches, and unusual clauses, giving you proactive alerts on high-risk assets or upcoming negotiation windows. This means less time chasing details and more time strategising.

Predictive Portfolio Optimisation & Scenario Planning

Leverage AI to run complex 'what-if' scenarios across your global portfolio in minutes. Want to know the impact of a 10% headcount reduction in EMEA, or the ROI of consolidating 3 offices in APAC? AI can model these scenarios, predict future space needs, and recommend optimal strategies, allowing you to quickly assess options for the Board.

AI-Powered Global Site Selection for M&A/Expansion

When a major M&A target or new market entry is on the table, use AI to rapidly identify and rank optimal locations worldwide. These tools analyse thousands of data points – from talent pools and logistics to regulatory environments and sustainability metrics – providing you with a data-driven shortlist for strategic expansion or consolidation, cutting months off due diligence.

Executive Briefing & Board Report Generation

Feed generative AI your raw data, financial models, and strategic objectives, and it can draft the first version of your board papers, executive briefings, or investor presentations. This isn't about letting AI write your strategy, but it dramatically reduces the time spent on formatting, summarising, and structuring complex information, letting you focus on refining the narrative and key insights.

Common questions

Common questions

How do you become a VP, Global Head of Corporate Real Estate?

Common routes in include Director of Global Real Estate & Workplace (Large Multinational) (5-7 years at this level before C-suite consideration), Head of Real Estate for a Major Business Unit (FTSE 100/Fortune 500) (7-10 years at this level) and Partner/Principal in a Global Real Estate Consulting Firm (5-10 years at this level). Times vary with prior experience.

Where can a VP, Global Head of Corporate Real Estate progress to?

This role can lead on to Chief Operating Officer (COO) or Chief Financial Officer (CFO) (3-5 years after this role) and Non-Executive Director (NED) or Board Member (2-4 years after this role, often alongside other roles), depending on the skills you build.

What new skills matter most for a VP, Global Head of Corporate Real Estate?

Increasingly, ESG & Climate Resilience Strategy and Digital Twin & Metaverse Integration for Asset Management. 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 6

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

 More jobs in property and facilities

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

Understanding of global markets, financial management and operational strategy carries across sectors. Real estate leadership in this role can transfer to industries such as tech, retail or manufacturing, or into broader operational and financial leadership within any large organisation. Experience managing a major balance sheet item and cost centre applies wherever those pressures exist.

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 Growth Mindset 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.