UK

United Kingdom · Research and development · Senior (5-8 years)

Senior New Product Introduction Manager

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.

Start my plan, free

Free to start: a plan built for this role, and a Future Fluency module to try first. No card.

Keep this job description

Where should we send it?

One email: what AI is changing in this job, and where to start free. With a link back here. Nothing else follows unless you confirm your address.

Upskilling a team in this role? Talk to us

  • Experience bandSenior (5-8 years)
  • Direct reportsNo direct reports
  • Reports toManager, New Product Introduction
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Senior NPI Lead · Product Launch Manager · Senior Manufacturing Introduction Specialist

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

PIABC Level 5 Award in Packaging Processes PIABC Ltd · Level 5 · covers 1 of 4 standards
EAL Level 4 NVQ Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 1 of 4 standards
EAL Level 4 NVQ Extended Diploma in Engineering Manufacture Excellence, Achievement & Learning Limited · Level 4 · covers 1 of 4 standards
EAL Level 3 NVQ Diploma in Installation and Commissioning Excellence, Achievement & Learning Limited · Level 3 · covers 1 of 4 standards

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

The units you would start with

Packaging Processes PIABC Level 5 Award in Packaging Processes
Managing your personal development in the workplace NOCN Level 6 NVQ Diploma in Construction Site Management (Construction)
Commission Engineering Products, Processes or Facilities EAL Level 4 NVQ Diploma in Engineering Manufacture
Commissioning Process Controller Equipment and Systems EAL Level 3 NVQ Diploma in Installation and Commissioning
Leading Improvement in Organisational, Team and Individual Performance NOCN Level 7 Extended Diploma in Strategic Leadership of Performance and Productivity

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
Sustainability Fluency building care for people and planet into the work
Frontier Fluency the next wave, beyond mainstream AI
Systems Fluency seeing the whole picture
Start my plan, free
Your Plan Illustration

Built for Senior New Product Introduction Manager

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

  1. Packaging Processes PIABC Ltd · covers 1 of 4 standards Level 5
  2. Managing your personal development in the workplace NOCN · covers 1 of 4 standards Level 6
  3. Commission Engineering Products, Processes or Facilities Excellence, Achievement & Learning Limited · covers 1 of 4 standards Level 4
  4. Commissioning Process Controller Equipment and Systems Excellence, Achievement & Learning Limited · covers 1 of 4 standards Level 3
  5. Leading Improvement in Organisational, Team and Individual Performance NOCN · covers 1 of 4 standards Level 7
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 Senior New Product Introduction Manager?

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

  • Prompt Engineering & LLM Integration for NPI Docs
  • Digital Twin & Simulation for Manufacturing
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 Senior New Product Introduction Manager 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.

Start my plan, free Ready to pay? Subscribe for £70 a month

3What this role really is

This role gets new products ready for manufacturing and out to customers, moving them from lab idea to production line.

4What you'd actually use

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

Arena PLM / Siemens Teamcenter / Oracle Agile PLM Expert

You'll be managing complex multi-level BOMs, architecting ECO workflows, and training engineers on best practices for product data management. You're the power user.

Jira / Asana / Microsoft Project Advanced

You'll build complex project plans from scratch, manage resource allocation across multiple teams, and create custom dashboards to track the progress of your product launches.

Confluence / Miro / Slack/MS Teams Advanced

You'll design and manage Confluence spaces for NPI documentation, lead complex brainstorming sessions in Miro for process improvement, and set up effective communication channels in Slack/Teams.

Excel (Power Query, Pivot Tables) Expert

You'll be building complex financial models for COGS roll-ups, performing detailed yield analysis, and creating ad-hoc reports for quick decision-making. You're a wizard with data.

Tableau / Power BI Advanced

You'll be creating interactive dashboards for yield analysis, COGS tracking, and schedule adherence, presenting key NPI metrics to stakeholders in a clear, visual way.

SAP S/4HANA / Oracle NetSuite / Infor CloudSuite Advanced

You'll work closely with Supply Chain and Manufacturing teams to ensure BOMs, routings, and material master data are correctly structured in the ERP system to support production.

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/No-Go at Gate Reviews Assists in preparing data, but has no decision authority. Escalates recommendations to supervisor. Presents data and makes a recommendation to the project lead. Decision is made by project lead/manager. Leads the gate review, presents comprehensive data, and makes the final recommendation to the leadership team for approval to proceed. Can halt a project if critical criteria aren't met.
Manufacturing Process Selection Researches options and provides data to senior team members. Proposes manufacturing process options and assesses their pros and cons. Seeks approval from NPI Manager. Designs and selects the optimal manufacturing process for complex products, considering cost, quality, and scalability. Consults with Manufacturing Engineering but makes the final NPI recommendation.
Engineering Change Order (ECO) Approval Routes ECOs for signatures and tracks their progress. Reviews routine ECOs for impact on schedule/cost and recommends approval to NPI Manager. Approves all ECOs within their assigned product lines, assessing impact on BOM, schedule, cost, and regulatory compliance. Can push back on R&D if an ECO is poorly defined or too late.
Supplier Selection for NPI-Specific Parts Collects quotes and lead times from pre-approved suppliers. Evaluates supplier proposals against technical and commercial criteria. Recommends preferred suppliers to NPI Manager. Partners with Procurement to qualify and select critical suppliers for new components, negotiating terms and managing performance during the NPI phase. Has authority to approve suppliers for their projects.

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.

On-Time to Market (OTM)
This measures how many of your assigned product launches actually hit their planned customer availability date.
Target · 90% of projects launched on schedule

If you're managing three major product launches in a quarter, you'd be aiming for at least two of them to ship exactly when planned, maybe with one having a minor, pre-approved slip.

Cost of Goods Sold (COGS) vs. Target
This tracks how close the actual manufacturing cost of your new product is to the target cost set during the design phase. Every penny matters here.
Target · Achieve launch COGS within 5% of target

If the target COGS for a new device was £100, you'd be aiming for it to actually cost between £95 and £105 to make once it hits mass production. Anything outside that, and we'll need to know why.

Production Yield at 90 Days Post-Launch
This is about the percentage of good, sellable units coming off the production line after 90 days of manufacturing. Low yield means wasted materials and rework.
Target · Achieve >98% yield within 90 days of launch

If we build 1,000 units, we expect at least 980 of them to pass quality checks and be ready to ship. If it's consistently below that, you'll be leading the charge to figure out why and fix it.

Engineering Change Order (ECO) Efficiency
This tracks how quickly and smoothly changes to the product design or manufacturing process are implemented and approved. Too many late ECOs can kill a schedule.
Target · Average ECO cycle time < 5 working days for critical changes

When an engineer submits a critical change to the Bill of Materials, we expect it to be reviewed, approved by all relevant teams, and implemented in the system within a week, tops.

Cross-Functional Collaboration & Influence
How effectively you get different teams—R&D, Manufacturing, Supply Chain—to work together and agree on solutions, especially when you don't have direct authority over them. It's about building bridges, not burning them.
  • You're regularly consulted by other department leads on complex NPI issues. Teams actively seek your input for their planning. You can point to specific instances where you brought disparate teams together to solve a thorny problem, like a tricky material substitution or a manufacturing process change. Feedback from peers and leadership will often mention your ability to 'get things done' across the business.
Risk Identification & Mitigation
Your ability to spot potential problems before they blow up into full-blown crises. This means thinking ahead about component availability, manufacturing challenges, or regulatory hurdles.
  • You consistently bring up potential risks in gate reviews with clear mitigation plans, not just problems. Leadership sees you as someone who anticipates issues. You've proactively identified and resolved a major supply chain risk (e.g., a single-source component becoming unavailable) or a manufacturing bottleneck well before it impacted the launch schedule. Your project plans always include a robust risk register.
Process Adherence & Improvement
How well you stick to our established NPI phase-gate process, ensuring no critical steps are missed, but also how you spot opportunities to make that process even better.
  • Your project documentation is always complete and up-to-date for gate reviews. You're the person who reminds teams about upcoming deliverables. You've proposed and helped implement a small but impactful improvement to our NPI process, like a new template for FMEA or a better way to track prototype builds. Junior team members come to you for advice on 'how we do things around here'.
Mentorship & Knowledge Transfer
Your willingness and ability to guide junior NPI team members, sharing your experience and helping them grow their skills.
  • Junior NPI Coordinators or Managers regularly seek your advice. You're conducting informal code reviews or document reviews for them. You've helped a junior colleague successfully navigate their first gate review or resolve a tricky supplier issue. Feedback from your mentees highlights your support and guidance.

7Would you like it

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

What people enjoy
Seeing Tangible Products Come to Life

You get a real buzz from walking the factory floor, seeing the first prototypes, or holding the final product in your hand. You're driven by the satisfaction of turning an abstract idea into something real and shippable.

You'll be the first to grab a new unit off the line during PVT, inspecting it with pride (and a critical eye), knowing all the effort that went into it.

Solving Complex, Multi-Disciplinary Puzzles

You thrive on untangling knotty problems that involve engineering, supply chain, and manufacturing all at once. The more moving parts, the more engaged you are in finding the optimal solution.

When a component lead time suddenly triples, you're not just reporting the problem; you're coordinating with R&D for alternatives, Supply Chain for new vendors, and Manufacturing for schedule adjustments.

Driving Efficiency and Process Improvement

You're always looking for a better way to do things – how to make a gate review smoother, how to reduce ECO cycle time, or how to get better data from the factory. You enjoy optimising the 'how'.

You might spend an afternoon sketching out a new workflow for FAI documentation, convinced there's a more streamlined way to get it done, and then you'll champion that change.

What frustrates people
  • The 'over-the-wall' design: receiving a 'finished' design from R&D that's a nightmare to build.
  • Professional nagging: spending 30-40% of your week chasing people for updates.
  • Marketing's moving target: last-minute feature changes after everything's locked down.
  • The single-source surprise: a critical component supplier suddenly vanishes.
  • Accountability without authority: being blamed for delays caused by other teams.
  • The date vs. quality dilemma: constant pressure to ship, even when it's not quite ready.
  • Translating for a living: explaining complex technical issues to non-technical executives.
What this role does not give you
  • A quiet, predictable routine with minimal interruptions.
  • Direct managerial authority over all the teams you work with.
  • A role where every single one of your projects makes it to full production without a hitch.
  • The ability to completely avoid difficult conversations or delivering bad news.

8Who you work with

Your success directly impacts our ability to innovate and grow. Get it right, and we're first to market with exciting new tech. Get it wrong, and we're burning cash on failed launches, damaging our reputation, and missing out on revenue. You're essentially the engine that turns R&D's dreams into commercial reality, so the stakes are pretty high, honestly.

Inside the business
  • R&D Engineering Leads (mechanical, electrical, software)
  • Manufacturing Operations Managers
  • Supply Chain & Procurement Teams
  • Product Management & Marketing
  • Quality Assurance & Regulatory Affairs
  • Finance Business Partners
Outside the business
  • Key Component Suppliers
  • Contract Manufacturers (CMs)
  • Tooling and Fixture Vendors
  • Regulatory Bodies (for compliance audits)

9What you need before you start

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

  • At least 5 years of hands-on experience managing product launches or NPI activities, ideally within a hardware, electronics, or complex systems environment.
  • Demonstrable experience leading cross-functional teams without direct authority, showing clear examples of successful influence and negotiation.
  • A strong understanding of product lifecycle management (PLM) systems and Bill of Materials (BOM) structures.
  • Proven ability to manage complex project schedules and budgets, anticipating risks and implementing mitigation strategies.
  • Experience with manufacturing processes and supply chain dynamics, understanding the challenges of scaling production.
  • A track record of successfully mentoring junior team members or guiding less experienced colleagues.

10What to practise next

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

Advanced Data Analytics for NPI Performance

Simply tracking metrics isn't enough anymore. We need NPI managers who can dig deep into launch data – yield rates, COGS variances, schedule adherence – to identify trends, predict future performance, and pinpoint systemic issues across multiple projects. This moves you from reporting what happened to predicting what will happen.

Statistical process control (SPC) for manufacturin · Regression analysis for identifying cost drivers · Time series forecasting for lead times and demand · A/B testing principles for process improvements · Data visualisation best practices for executive re

  • This week: Refresh your Excel Power Query and Pivot Table skills. Start connecting to more diverse data sources.
  • This month: Take an online course on advanced Tableau or Power BI techniques, focusing on building predictive dashboards.
  • Month 2: Work with our Data Science team (if we have one) to understand how they approach predictive modelling. See if you can apply any techniques to NPI data.
  • Month 3: Build a 'NPI Health Dashboard' that not only shows current status but also predicts potential future risks based on historical data patterns.

Quick win: Start using conditional formatting and simple trend lines in your current NPI reports to highlight potential issues before they become critical. It's a small step, but it makes a big difference.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences or webinars focused on NPI best practices, manufacturing innovation, or supply chain resilience.
  • Join professional organisations like the Product Development and Management Association (PDMA) or the Association for Supply Chain Management (ASCM) to network and learn from peers.
  • Take advanced courses in specific manufacturing processes (e.g., advanced plastics, metal fabrication, additive manufacturing) to deepen your DFM expertise.
  • Seek out opportunities to mentor junior engineers or NPI coordinators, solidifying your leadership and knowledge transfer skills.

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.

Prompt Engineering & LLM Integration for NPI Docs

Competitors are already using Large Language Models (LLMs) to draft complex technical summaries, risk assessments, and even initial FMEA reports in minutes, not hours. NPI managers who figure this out will outproduce their peers significantly. It's about working smarter, not just harder.

  • Context windows and token limits for large documen
  • Temperature settings for creative vs. factual gene
  • Retrieval-Augmented Generation (RAG) for proprieta
  • Output validation and hallucination detection for
  • Prompt chaining for complex multi-step analysis or

Digital Twin & Simulation for Manufacturing

As products become more complex and supply chains more global, the ability to simulate manufacturing processes and product performance in a 'digital twin' environment before building physical prototypes is becoming critical. It saves millions in rework and speeds up time-to-market. Those who can interpret and influence these simulations will be invaluable.

  • Real-time data integration from physical assets to
  • Predictive maintenance and quality control through
  • Virtual commissioning of production lines
  • Scenario planning for supply chain disruptions
  • Understanding simulation outputs for DFM feedback

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Phase-Gate (or Stage-Gate) Process Mastery
  • Design for Manufacturability (DFM/DFA)
  • Bill of Materials (BOM) Management
  • Failure Mode and Effects Analysis (FMEA)
  • Supply Chain & Sourcing Strategy
  • Manufacturing Process Engineering Fundamentals

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

    NPI Manager (L2) at Zavmo

    2-3 years

    Skills to master

    • Mastering the end-to-end NPI process for single, non-complex product lines, running gate review meetings independently, and taking full ownership of project execution. You'll need to show you can handle a product launch from start to finish.

    You're ready to move on when

    • Consistently delivering products on schedule and within budget targets.
    • Successfully managing all aspects of the BOM and ECO process for your assigned products.
    • Demonstrating strong cross-functional collaboration and problem-solving skills.
    • Proactively identifying and mitigating project risks without constant supervision.
  2. 2

    Manufacturing Engineer / Process Engineer

    4-6 years

    Skills to master

    • Deep expertise in specific manufacturing processes, optimising production lines, driving yield improvements, and implementing automation. This path gives you a rock-solid foundation in how things are actually built, which is invaluable for NPI.

    You're ready to move on when

    • Successfully launched new manufacturing processes or significantly improved existing ones.
    • Proven ability to troubleshoot complex production issues and implement lasting solutions.
    • Strong understanding of DFM principles and how they apply to real-world production.
    • Experience working closely with R&D on new product designs for manufacturability.
  3. 3

    Project Manager (Technical/Engineering)

    3-5 years

    Skills to master

    • Mastering project planning, scheduling, resource management, and stakeholder communication for technical projects. You'll need to show you can manage complex dependencies and drive projects to completion.

    You're ready to move on when

    • Successfully delivered multiple technical projects on time and within budget.
    • Strong command of project management methodologies and tools.
    • Excellent communication and negotiation skills with technical teams.
    • Experience managing risks and issues across complex project portfolios.

15Where this role leads

The long view: This work can lead to director roles overseeing NPI strategy for a whole business unit, or into VP roles running program management and R&D operations more broadly.

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 Senior New Product Introduction Manager is actually changing.

Where it leads

Roles this leads to

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

  • Lead / Staff NPI Program Manager (L4)

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 Packaging Processes, worked against Senior New Product Introduction Manager.

Packaging Processes Level 5

Applied to your work in Senior New Product Introduction Manager

By completing this unit, learners will understand the packaging design process, printing and decoration processes, packaging machinery and line operations, the impact of quality systems, and factors influencing packaging costs.

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 plan, free
See Your Progress Grow Illustration
Senior New Product Introduction Manager
  • Phase-Gate (or Stage-Gate) Process Mastery
  • Design for Manufacturability (DFM/DFA)
  • Bill of Materials (BOM) Management
  • Failure Mode and Effects Analysis (FMEA)
  • Supply Chain & Sourcing Strategy
  • Manufacturing Process Engineering Fundamentals
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

Senior New Product Introduction Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Lead / Staff NPI Program Manager (L4)

    3-5 years

    You'll move from managing individual complex products to overseeing a program of multiple related product launches. You'll also start focusing on improving our NPI process itself and solving systemic issues across the organisation.

    • Defining NPI strategy for a product family or business unit.
    • Budget management for a portfolio of projects (e.g., £50K-£500K).
    • Leading cross-functional process improvement initiatives (e.g., reducing time-to-market).
    • Influencing senior leadership on resource allocation and strategic direction.

  2. Manager, New Product Introduction (L5)

    4-6 years

    This is a direct management path where you'll lead and grow a team of NPI Managers. Your focus shifts from individual projects to resource allocation, team performance, and ensuring the overall NPI execution for a product family or segment.

    • Developing and executing a hiring plan for the NPI team.
    • Setting performance objectives and conducting reviews for direct reports.
    • Defining and refining the NPI process roadmap.
    • Representing the NPI function at a departmental leadership level.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, the NPI process is complex, often messy, and involves a mountain of data and communication. What if you could cut through some of that noise and get back precious hours every week? Our AI Productivity Hub is designed to do just that, giving you smart tools to automate the tedious bits so you can focus on the strategic challenges.

For a Senior NPI Manager, time is always at a premium. You're juggling multiple complex launches, chasing down details, and trying to spot risks before they become problems. AI isn't here to replace you, but to give you a serious advantage. Think of it as having a highly efficient personal assistant who never sleeps, sifting through data and drafting communications so you don't have to.

BOM Risk Analysis Automation

Imagine an AI agent automatically parsing every component datasheet in your Bill of Materials. It'll flag parts for obsolescence risk, identify single-source vendors, and check for non-compliance with environmental regulations (like RoHS or REACH) in minutes, not hours. This means you catch problems way earlier.

Predictive Yield Analysis

Use machine learning models to look at historical manufacturing data from EVT and DVT builds. This tool can predict potential yield issues or bottlenecks in your upcoming PVT and full production ramps, allowing you to proactively solve problems before they even happen. Less firefighting, more planning.

Supply Chain Disruption Monitoring

Deploy an AI research assistant that constantly monitors global news, shipping lane data, and key supplier financial reports. It'll give you early warnings of potential disruptions to your critical component supply chain – think natural disasters, geopolitical events, or supplier financial distress. Stay ahead of the curve.

Automated Status Reporting

Connect an AI tool to your Jira, Confluence, and Slack channels. It can then auto-generate the first 80% of your weekly executive summary reports, highlighting progress, risks, and key decisions needed. No more staring at a blank page or manually pulling data from disparate systems.

Common questions

Common questions

How do you become a Senior New Product Introduction Manager?

Common routes in include NPI Manager at Zavmo (2-3 years), Manufacturing Engineer / Process Engineer (4-6 years) and Project Manager (Technical/Engineering) (3-5 years). Times vary with prior experience.

Where can a Senior New Product Introduction Manager progress to?

This role can lead on to Lead / Staff NPI Program Manager (3-5 years) and Manager, New Product Introduction (4-6 years), depending on the skills you build.

What new skills matter most for a Senior New Product Introduction Manager?

Increasingly, Prompt Engineering & LLM Integration for NPI Docs and Digital Twin & Simulation for Manufacturing. 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.

Read the Zavmo manifesto to understand how you will be taught Meet your tutors

Or try another one

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 research and development

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

The skills in this role transfer well. They can lead into operations leadership, supply chain management, or product management in other industries such as medical devices, automotive or aerospace. The ability to get complex products built and launched applies across many sectors.

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 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.