UK

United Kingdom · Research and development · Director/VP (16-20 years)

Director of R&D Portfolio Management

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toChief Research Project Officer (CRPO) or Chief Scientific Officer (CSO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Research Programmes · VP of Innovation Delivery · R&D Strategy Lead · Director of Research & Development

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Open Awards Level 2 Diploma in Skills for Health and Care Professions (RQF) Open Awards · Level 2 · covers 2 of 9 standards
OCNLR Level 3 Award in Progression OCN London · Level 3 · 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

Research Skills Open Awards Level 2 Diploma in Skills for Further Learning and Employment (RQF)
Research skills for health and social care NCFE CACHE Technical Level 3 Extended Diploma in Health and Social Care

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
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
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Your Plan Illustration

Built for Director of R&D Portfolio Management

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

  1. Research Skills Open Awards · covers 5 of 9 standards Level 2
  2. Research skills for health and social care NCFE · covers 1 of 9 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 Director of R&D Portfolio Management?

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

  • AI-Driven Portfolio Optimisation
  • ESG (Environmental, Social, Governance) Integration in R&D
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Director of R&D Portfolio Management plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

Director of R&D Portfolio Management decides which research programmes get funded, accelerated or stopped. The role means making decisions on multi-million pound research programmes, choosing what gets funded, what gets accelerated, and what gets stopped. These decisions shape a business unit's direction for years to come. It means overseeing an innovation pipeline and making sure R&D spending delivers real value.

4What you'd actually use

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

Planview / Clarity PPM (Administrator/Strategic User) Strategic/Architect

Making enterprise-level decisions on PPM platform selection, customisation, and integration with other corporate systems. You'll define how the system supports our R&D strategy, not just use it.

Tableau Server / Power BI Premium (Executive Dashboard Design) Strategic/Architect

Designing the executive-level dashboard strategy for the entire R&D portfolio, ensuring C-Suite and Board members have clear, actionable insights into performance and strategic alignment. This isn't about building dashboards, but defining what they need to show.

GRC Systems (e.g., ServiceNow GRC, Collibra) Advanced

Defining governance policies for research data, intellectual property, and ensuring regulatory compliance (e.g., FDA, ISO) is seamlessly integrated into project workflows and portfolio oversight. You'll be the one ensuring we stay on the right side of the rules.

Anaplan / Workday Adaptive Planning Advanced

Integrating R&D portfolio budgets into corporate financial models, ensuring accurate forecasting, resource planning, and strategic financial alignment across the business unit. You'll speak the language of finance.

Diligent / BoardVantage Advanced

Packaging R&D performance, strategic updates, and investment proposals for seamless consumption by the Board of Directors, ensuring clarity and impact in high-stakes presentations.

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
Project 'Go/Kill' Decisions No authority. Escalates all project status changes. Recommends 'Go/No-Go' for single projects to Senior RPO. Makes 'Go/No-Go' decisions for complex programmes within defined budget and scope. Consults Director on high-risk projects.
R&D Budget Allocation Tracks individual project expenses, reports variances. Manages budget for a single project (up to £100K). Allocates budget across a programme or multiple projects (up to £500K). Recommends annual budget for their workstream.
Team Hiring & Performance No hiring authority. Provides feedback on peers. Participates in interview panels for junior roles. Leads hiring for RPO roles. Mentors 0-2 junior staff.
Strategic Partnerships / M&A No involvement. Identifies potential technology partners for specific projects. Evaluates technical feasibility of potential partnerships.

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.

R&D Portfolio ROI
The overall return on investment generated by the projects within your R&D portfolio, measured against the total spend.
Target · Exceeds industry benchmark by 1.5x

If the industry average ROI is 10%, your portfolio should aim for at least 15%, demonstrating superior capital allocation and project selection.

Strategic Alignment of Spend
The percentage of your R&D budget allocated to projects that directly support the top three corporate strategic goals for your business unit.
Target · Greater than 90% of R&D spend

If a corporate goal is 'Lead in sustainable materials', 95% of relevant R&D spend should be on projects directly contributing to that, not just 'nice-to-haves'.

Innovation Rate (New Product Revenue)
The percentage of the business unit's total revenue generated from products launched within the last three years, directly stemming from your R&D portfolio.
Target · Contributes to increasing this to over 25%

If new products currently make up 15% of revenue, you'll be instrumental in pushing that figure past 25% by delivering successful innovations.

Go/Kill Decision Accuracy
The number of projects that are 'killed' (terminated) after reaching later Technology Readiness Levels (TRL 6 or higher) versus those killed earlier.
Target · Less than 10% of projects killed after TRL 6

If we're killing projects late in the game, it means we've wasted significant resources. Your job is to make those tough 'No-Go' calls much earlier, based on robust data.

Portfolio Risk Balance
Maintaining a healthy balance between high-risk, high-reward 'moonshot' projects and lower-risk, incremental improvements across the portfolio.
Target · Roughly 20% moonshots, 40% platform, 40% incremental (varies by BU strategy)

You'll ensure we're not putting all our eggs in one basket, nor are we just doing 'more of the same'. It's about smart bets for future growth.

Board & Executive Confidence
You're seen as the trusted voice for R&D strategy, proactively consulted on major investment decisions and long-term planning.
  • You're regularly invited to present directly to the Board and C-Suite on R&D strategy and portfolio performance. Your recommendations on major R&D investments are consistently adopted. Other senior leaders actively seek your input on strategic business initiatives.
Talent Development & Retention
Your leadership fosters a high-performing R&D project management team, with strong talent retention and clear progression pathways.
  • Your direct reports consistently achieve their performance goals and show clear career progression within the organisation. You'll have a low voluntary attrition rate within your team, and you're known for developing future leaders. Feedback from your team highlights a supportive and challenging environment.
External Reputation & Thought Leadership
You and your business unit are recognised externally as leaders in R&D portfolio management and innovation delivery.
  • You're invited to speak at prominent industry conferences or contribute to sector publications. Our R&D approach is cited as a benchmark by peers or analysts. We attract top talent because of our reputation for effective R&D management under your leadership.
Cross-Functional Influence
You effectively influence and align diverse internal stakeholders across the business unit, even when priorities conflict.
  • You consistently get buy-in from Commercial, Operations, and Finance on R&D project funding and resource allocation. You're able to resolve significant cross-functional disputes regarding project scope or timelines without needing excessive executive escalation. People come to you to get things done, not just because they have to.

7Would you like it

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

What people enjoy
Shaping the Future

You'll spend your days making decisions that directly influence the next generation of our products and services, seeing your strategic vision slowly but surely come to fruition.

Leading the quarterly portfolio review where you greenlight a risky but potentially game-changing new research area, knowing it could define the company's direction for the next decade.

Strategic Impact & Influence

You'll thrive on the opportunity to influence C-Suite decisions, present to the Board, and steer significant capital towards the most promising innovations.

Successfully arguing for a £5M increase in the R&D budget during annual planning, backed by a compelling case for future market leadership.

Leading & Developing Talent

You'll get immense satisfaction from mentoring your team of programme managers, helping them grow their careers and tackle increasingly complex challenges.

Guiding a Principal R&D Program Manager through a particularly difficult 'kill' decision, helping them learn how to communicate it effectively and manage the fallout.

What frustrates people
  • The Executive's 'Pet Project': Being forced to allocate precious resources to a senior leader's favoured project, even when the data screams it's a dead end. It happens, and you'll need to manage it with grace and data.
  • Defending 'Intangible' Value: Constantly having to justify a £10M R&D budget with uncertain, long-term potential to a sales VP who can show a guaranteed £10M return from hiring more reps. It's an ongoing battle.
  • Managing the 'Eureka' Myth: Explaining to the Board (again) that innovation is a slow, expensive, iterative grind, not a single flash of brilliance that appears overnight. The reality is far messier.
  • Resource Cannibalization: Having to pull your best chemist off a promising long-term platform technology to solve a quality control crisis for a product already on the market. Short-term needs often trump long-term vision.
  • The Strategy Pivot: Watching a new CEO arrive and declare a 'strategic realignment' that instantly makes 40% of your carefully curated R&D portfolio obsolete. It's brutal, but it's part of the game.
What this role does not give you
  • Predictable, linear progression: R&D is inherently non-linear; expect strategic shifts and unexpected scientific roadblocks.
  • Guaranteed project success: Most R&D projects fail; your success is measured by portfolio ROI and strategic impact, not individual project wins.
  • Hands-on lab work: You'll be far removed from the bench, focusing on strategy and governance.
  • Immediate gratification: Many of your decisions will take years to show their full impact.

8Who you work with

Your decisions here directly shape the long-term viability and competitive advantage of our business unit. You're the one ensuring our R&D pipeline delivers market-leading innovations, driving future revenue streams, and securing our position as an industry leader. Get it right, and we're celebrating breakthroughs for years to come. Get it wrong, and we're playing catch-up.

Inside the business
  • C-Suite (CEO, CFO, CPO, CTO, CSO): For strategic alignment, budget approvals, and overall business impact.
  • Business Unit Heads: To ensure R&D projects meet commercial needs and market demands.
  • Legal & IP Teams: For patent strategy, freedom-to-operate analyses, and regulatory compliance.
  • Commercial & Marketing Teams: To understand market needs, launch strategies, and product positioning.
  • Finance Leadership: For budget management, forecasting, and investment appraisals.
Outside the business
  • Regulatory Bodies (e.g., MHRA, FDA, EMA): Ensuring all research adheres to strict guidelines and approvals.
  • Key Opinion Leaders (KOLs) & Scientific Advisors: For external validation, insights, and strategic guidance.
  • Strategic Research Partners & Universities: Collaborating on early-stage research and technology scouting.
  • Investors & Board Members: Presenting R&D strategy, progress, and return on investment.

9What you need before you start

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

  • Proven track record of leading large, complex R&D programmes or portfolios (e.g., as a Principal R&D Program Manager or similar).
  • Extensive experience (10+ years) in a research-intensive environment, with a clear understanding of the scientific method and product development lifecycle.
  • Demonstrable experience in managing significant budgets (multi-million pounds) and making high-stakes investment decisions.
  • Strong leadership experience, including direct management of senior project/programme managers.
  • A deep understanding of intellectual property strategy and its integration into R&D planning.
  • Exceptional ability to communicate complex technical and strategic information to executive and Board-level audiences.

10What to practise next

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

Digital Twin & Simulation Platforms

The ability to create virtual replicas of products, processes, or even entire research facilities allows for rapid experimentation, optimisation, and de-risking without costly physical prototypes. This will dramatically accelerate development cycles and improve decision quality.

Physics-based modelling · Data integration from IoT sensors · Virtual prototyping & testing environments · Predictive maintenance & optimisation

  • This quarter: Explore case studies of digital twin adoption in R&D within our industry or similar sectors.
  • Next 6 months: Identify one key R&D process or product development area where a digital twin could yield significant benefits.
  • Next 12 months: Sponsor a pilot project to implement a digital twin for a specific research asset or early-stage product concept.
  • Ongoing: Engage with vendors and experts in simulation and digital twin technologies.

Quick win: Challenge your teams to identify one area where a simple simulation could replace a costly physical experiment. Even small wins build momentum.

Advanced Data Governance & Ethics

As R&D becomes more data-intensive and AI-driven, the ethical and compliant handling of vast datasets becomes paramount. You'll need to define the strategic frameworks that ensure data integrity, privacy, and responsible AI usage across your portfolio.

Data lineage and provenance · Anonymisation and pseudonymisation techniques · AI explainability (XAI) · Data sovereignty and cross-border data flows

  • This quarter: Review our current data governance policies and identify gaps specific to R&D data.
  • Next 6 months: Work with Legal and IT to develop an R&D-specific data ethics policy for your business unit.
  • Next 12 months: Lead an audit of data practices across your R&D portfolio to ensure compliance and best practice.
  • Ongoing: Stay updated on evolving data protection regulations and ethical AI guidelines.

Quick win: Initiate a 'data spring clean' within your team, ensuring all project data is correctly classified, stored, and accessible according to current policies. It's a small step, but it builds good habits.

11Staying current once you are in

What people here do to keep up
  • Regularly attending and presenting at major industry conferences (e.g., World Congress on R&D, Pharma R&D Summit) to stay abreast of trends and network with peers.
  • Engaging in executive coaching programmes to refine leadership style, strategic thinking, and stakeholder influence.
  • Participating in cross-industry innovation forums or think tanks to gain diverse perspectives on R&D challenges.
  • Mentoring junior talent within the organisation and externally, which helps solidify your own leadership principles.
  • Publishing thought leadership articles or white papers on R&D strategy, portfolio management, or innovation best practices.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

AI-Driven Portfolio Optimisation

AI is rapidly evolving beyond simple automation to offer sophisticated predictive analytics and optimisation capabilities. Competitors will soon use AI to dynamically rebalance R&D portfolios, identify emerging scientific trends, and predict project success rates with far greater accuracy. If we don't, we'll be making decisions with one hand tied behind our back.

  • Multi-objective optimisation algorithms
  • Predictive analytics for project success/failure
  • Natural Language Processing (NLP) for trend spotting
  • Reinforcement learning for dynamic resource allocation

ESG (Environmental, Social, Governance) Integration in R&D

Investors, regulators, and consumers are increasingly demanding that companies demonstrate strong ESG credentials. Our R&D portfolio needs to proactively address sustainability, ethical considerations, and social impact, not just financial returns. This will become a critical lens for project selection and public perception.

  • Life Cycle Assessment (LCA)
  • Ethical AI & Research Practices
  • Circular Economy Principles
  • Stakeholder Capitalism & Social Impact

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Stage-Gate (Phase-Gate) Process Mastery
  • Technology Readiness Levels (TRLs) Strategic Application
  • Enterprise R&D Portfolio Management
  • Intellectual Property (IP) Strategy & Governance
  • Lean Product Development & Agile R&D

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

    Principal R&D Program Manager (L5)

    3-5 years at L5

    Skills to master

    • Mastering the strategic oversight and delivery of a major research area, demonstrating consistent success in 'Go/Kill' decisions, and building strong cross-functional influence.

    You're ready to move on when

    • Successfully owned the P&L and strategic outcomes for a significant research domain.
    • Consistently delivered projects that met strategic objectives and commercial targets.
    • Mentored and developed a team of senior project managers.
    • Presented strategic recommendations to executive leadership with positive outcomes.
  2. 2

    Head of Research (Specific Scientific Area)

    4-6 years in a similar role

    Skills to master

    • Transitioning from deep scientific leadership to broader portfolio governance, requiring a stronger commercial and financial acumen alongside scientific expertise.

    You're ready to move on when

    • Managed a large team of scientists and researchers, delivering significant scientific breakthroughs.
    • Demonstrated ability to translate scientific advancements into potential commercial opportunities.
    • Developed and managed a research budget effectively, showing financial responsibility.
    • Built strong relationships with external scientific partners and key opinion leaders.
  3. 3

    Senior R&D Consultant (External)

    5-7 years in consulting, often with prior industry experience

    Skills to master

    • Applying strategic R&D frameworks across diverse industries, developing strong client management skills, and demonstrating the ability to drive organisational change.

    You're ready to move on when

    • Led multiple R&D strategy engagements for major clients, delivering measurable impact.
    • Proven ability to quickly understand new scientific domains and market dynamics.
    • Developed and presented high-level strategic recommendations to C-Suite clients.
    • Managed complex project teams and stakeholder expectations in a consulting environment.

15Where this role leads

The long view: This role can lead to the C-suite, to leading a business unit, or to becoming a recognised expert in R&D 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 Director of R&D Portfolio Management 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 Research Project Officer (CRPO) (L7)
  • Business Unit Head / General Manager

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 Research Skills, worked against Director of R&D Portfolio Management.

Research Skills Level 2

Applied to your work in Director of R&D Portfolio Management

The objective of this unit is to enable learners to develop essential research skills. Learners will understand various research methods, learn how to plan and execute a research project, and gain the ability to report on and evaluate research findings effectively, considering validity, reliability, and ethical implications.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Director of R&D Portfolio Management plan, free
See Your Progress Grow Illustration
Director of R&D Portfolio Management
  • Stage-Gate (Phase-Gate) Process Mastery
  • Technology Readiness Levels (TRLs) Strategic Application
  • Enterprise R&D Portfolio Management
  • Intellectual Property (IP) Strategy & Governance
  • Lean Product Development & Agile R&D
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

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

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of R&D Portfolio Management is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Research Project Officer (CRPO) (L7)

    3-5 years as Director

    Enterprise-wide strategic leadership

    • Defining enterprise-wide R&D portfolio architecture and governance.
    • Strategic M&A and divestment decisions from an R&D perspective.
    • Global regulatory navigation and policy influence.
    • Advanced risk management for entire R&D pipeline.

  2. Business Unit Head / General Manager

    4-6 years as Director

    Full P&L ownership for a business unit

    • Developing and executing holistic business unit strategies.
    • Managing cross-functional leadership teams.
    • Driving market share growth and profitability.
    • External stakeholder management (customers, partners, regulators) at a broader business level.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, as a Director, your time is precious. You're constantly juggling strategic oversight, critical decision-making, and endless reporting. What if you could reclaim a significant chunk of your week, not by working less, but by working smarter? That's where AI comes in.

We're building an internal AI Productivity Hub specifically for our R&D leaders. This isn't about replacing your strategic brain; it's about giving you superpowers to cut through the noise, get to insights faster, and make more informed decisions. Think of it as your personal, highly intelligent assistant, ready to tackle the tedious tasks so you can focus on what truly matters: shaping our future innovations. Here's a glimpse of how it'll change your day-to-day.

Automated Portfolio Health Monitoring

An AI agent connects to our enterprise PPM tools (like Planview), financial systems (SAP), and project trackers (Jira) to auto-generate weekly portfolio health dashboards. It flags projects with budget overruns, schedule slippage, or critical resource conflicts, drafting a concise summary email with recommended actions for your review. This means less time chasing numbers and more time acting on insights. You'll get proactive alerts, not just reactive reports.

Accelerated FTO & Patent Analysis

Using AI-powered IP intelligence tools (like PatSnap's Discovery, integrated into our systems), you can rapidly conduct initial Freedom-to-Operate (FTO) searches and analyse the competitive patent landscape for new project proposals. This identifies potential roadblocks and strategic opportunities in hours instead of weeks, allowing you to make faster, more confident 'Go/No-Go' decisions. It's about de-risking innovation at lightning speed.

Predictive Milestone Success

Imagine a model, trained on our historical R&D project data, that analyses early-stage experimental results, team composition, and external market factors to predict the probability of meeting the next major 'Go/No-Go' milestone. This provides a data-driven 'second opinion' for those tough, ambiguous decisions, helping you allocate resources more effectively and reduce late-stage project failures. It's like having a crystal ball, but with data.

Board-Level Narrative Generation

An AI assistant takes raw data from your R&D portfolio (spend, progress, TRLs, market impact) and drafts the initial narrative for your quarterly board update. It translates complex technical milestones into clear business impact and strategic alignment language, saving you hours of writing and refining. You'll still add your strategic insights, of course, but the heavy lifting of drafting is done. More time for strategic thinking, less time on PowerPoint.

Common questions

Common questions

How do you become a Director of R&D Portfolio Management?

Common routes in include Principal R&D Program Manager (3-5 years at L5), Head of Research (Specific Scientific Area) (4-6 years in a similar role) and Senior R&D Consultant (External) (5-7 years in consulting, often with prior industry experience). Times vary with prior experience.

Where can a Director of R&D Portfolio Management progress to?

This role can lead on to Chief Research Project Officer (CRPO) (3-5 years as Director) and Business Unit Head / General Manager (4-6 years as Director), depending on the skills you build.

What new skills matter most for a Director of R&D Portfolio Management?

Increasingly, AI-Driven Portfolio Optimisation and ESG (Environmental, Social, Governance) Integration in R&D. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

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

 More jobs in research and development

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

Skills in R&D portfolio management, strategic decision-making and commercialisation pathways transfer to other research-intensive industries, such as biotech, advanced materials or aerospace. They also apply to venture capital roles focused on deep tech investment.

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

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