UK

United Kingdom · Corporate strategy · Director/VP (16-20 years)

Director, Strategic Insights and Analytics

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports2-4 reports
  • Reports toVP, Corporate Strategy
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Strategic Analytics · VP of Corporate Insights (Analytics) · Lead Strategist (Analytics)

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

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 5 of 9 standards
Pearson BTEC Level 5 Higher National Diploma in Computing for England Pearson Education Ltd · Level 5 · covers 4 of 9 standards
Pearson BTEC Level 5 Higher National Diploma in Digital Technologies Pearson Education Ltd · Level 5 · covers 2 of 9 standards
NOCN Level 4 certificate for Data Analysts NOCN · Level 4 · covers 6 of 9 standards
Pearson BTEC Level 4 Higher National Certificate in Computing for England Pearson Education Ltd · Level 4 · covers 3 of 9 standards
Highfield Level 3 Diploma for Team Leaders and Supervisors (RQF) Highfield Qualifications · Level 3 · covers 2 of 9 standards

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

The units you would start with

Data Analysis and Visualisation OTHM Level 7 Diploma in Data Science
Data Analytics Pearson BTEC Level 5 Higher National Diploma in Computing for England
Data Analytics Primer NOCN Level 4 certificate for Data Analysts
Data Analysis Highfield Level 3 Diploma for Team Leaders and Supervisors (RQF)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Foresight Fluency seeing round the corner
Change Fluency taking people through change
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Your Plan Illustration

Built for Director, Strategic Insights and Analytics

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

  1. Data Analysis and Visualisation OTHM Qualifications · covers 5 of 9 standards Level 7
  2. Data Analytics Pearson Education Ltd · covers 4 of 9 standards Level 5
  3. Data Analytics Primer NOCN · covers 6 of 9 standards Level 4
  4. Data Analysis Highfield Qualifications · covers 2 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, Strategic Insights and Analytics?

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 Strategic Analysis
  • Ethical AI Governance & Responsible Analytics
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, Strategic Insights and Analytics 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

A Director of Strategic Insights and Analytics leads a team that turns data into strategy, guiding decisions on market entry, investment and business direction.

4What you'd actually use

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

Excel (Power Query, VBA, Data Models) Strategic

You'll understand its limitations, dictate when to move from Excel to more robust platforms, and ensure your team builds auditable, robust models. You'll still dive in to review complex models and challenge assumptions.

SQL (Complex CTEs, Window Functions, Optimisation) Architectural

You'll understand database design, data lineage, and governance. You'll influence our data warehousing strategy and ensure your team is extracting data efficiently and accurately for strategic projects.

Python (pandas, scikit-learn, statsmodels) Strategic

You'll evaluate the ROI of building custom models versus using off-the-shelf software, set team coding standards, and understand the capabilities for advanced predictive and statistical analysis. You'll challenge your team on model selection and interpretation.

Tableau / Power BI (Advanced Dashboards, DAX/LOD Expressions) Strategic

You'll govern the enterprise BI strategy for strategic reporting, select the right platforms, and ensure consistent, high-impact reporting for the C-suite. You'll ensure dashboards tell a clear story and are actionable.

Snowflake / BigQuery (Data Warehousing) Architectural

You'll be involved in platform decisions, cost optimisation, and defining data governance policies for our strategic data assets. You'll work with data engineering to ensure strategic data needs are met efficiently.

Anaplan / Pigment (Strategic Planning Platforms) Expert/Architect

You'll design and build new enterprise-level strategic planning models from scratch, owning the platform that drives our financial and operational planning. You'll ensure these models are robust and flexible for scenario analysis.

Confluence / Notion (Knowledge Management) Strategic

You'll ensure the entire function's intellectual property is captured, organised, and accessible. You'll establish documentation best practices and ensure our strategic insights are a reusable asset for the company.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Recommendation Approval Escalate all recommendations to supervisor for review and approval. Propose recommendations to manager; implement after approval within defined project scope. Make technical recommendations within project scope; strategic recommendations require Director input.
Team & Resource Management No direct reports; follow task assignments. No direct reports; provide informal guidance to new joiners. Mentor 0-2 junior analysts; manage own workload and project timelines.
Methodology & Tool Selection Use prescribed tools and methodologies. Choose appropriate methods for routine problems; propose new tools to manager. Select technical methodologies and tools within project scope; consult Director on major new tech investments.

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.

Strategic Initiative Adoption Rate
Percentage of C-suite and Board-approved strategic initiatives that directly use your team's analysis as a foundational input.
Target · >75% of major strategic initiatives

If the board approves a new market entry, your team's market sizing and competitive analysis should be the primary data source cited in the proposal. We'd expect this to happen for at least 3 out of 4 major decisions.

Long-Range Corporate Forecast Accuracy
The variance between your team's long-range (1-3 year) corporate revenue and cost forecasts and actual performance.
Target · +/- 5% variance against actuals

If your team's forecast for next year's revenue was £100M, and actuals came in at £96M, that's a 4% variance, which is within target. We're looking for consistent accuracy, not just one-off wins.

P&L Impact from Strategic Insights
Documented revenue gains or cost savings directly attributable to strategic recommendations driven by your team's analysis.
Target · >£5M in annualised impact (revenue gain or cost savings)

Your team's analysis identifies a new pricing model that, when implemented, increases average revenue per user by 10%, leading to an additional £7M in annual revenue. That's a clear win.

Team Retention & Development
The retention rate of your direct reports (Managers) and the overall team, coupled with internal promotions and skill development.
Target · >85% retention for Managers; >15% internal promotion rate for the wider team annually

You've kept all your Managers on board this year, and two Senior Analysts from their teams have been promoted to Manager. This shows you're building a strong, growing function.

Strategic Influence & Credibility
How often you and your team are proactively consulted on critical strategic issues, rather than just being asked to 'run the numbers'.
  • You're regularly invited to C-suite strategy offsites, your opinions are actively sought by VPs before they make big decisions, and your team's work is consistently referenced in executive presentations. People come to you for the 'so what?' before they've even fully defined the 'what?'.
Quality of Strategic Narrative
The clarity, conciseness, and persuasiveness of the strategic recommendations and insights presented to senior leadership.
  • Executive feedback consistently highlights the 'story' and 'actionability' of your presentations. Complex analyses are distilled into simple, compelling narratives that resonate with non-technical audiences. Decisions are made quickly after your presentations because the path forward is clear.
Data Governance & Integrity Leadership
Your leadership in ensuring the underlying data used for strategic decisions is reliable, well-understood, and governed correctly.
  • You've established clear data definitions for key strategic metrics, your team actively flags data quality issues, and you've driven improvements in data lineage with data engineering. There's a shared understanding across departments about what the 'single source of truth' is for critical strategic data.
Cross-Functional Collaboration & Partnership
The effectiveness of your collaboration with other departments (e.g., Product, Sales, Finance) to gather data, validate assumptions, and build consensus around strategic insights.
  • Other department heads regularly praise your team's collaborative approach. You're seen as a trusted partner, not just a 'data provider'. Joint projects deliver smoother outcomes, and there's less friction when challenging existing assumptions.

7Would you like it

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

What people enjoy
Driving Strategic Impact

You get a real buzz from seeing your team's analysis directly influence a major company decision, like a new product launch or a successful acquisition. You thrive on the idea that your work isn't just theoretical; it's shaping the actual future of the business.

Your team's market entry strategy for Asia is approved by the Board, and you start seeing the operational plans roll out to execute it. That's the kind of tangible impact that gets you out of bed.

Solving Ambiguous, High-Stakes Problems

You're energised by the challenge of taking a vague, complex question from the C-suite—like 'Should we acquire Company X?'—and breaking it down into a structured analytical problem for your team to tackle. The higher the stakes, the more you enjoy the intellectual puzzle.

You're asked to assess the strategic rationale for a £500M acquisition target with limited public data. You love the process of figuring out how to get to a robust recommendation despite the ambiguity.

Building and Mentoring High-Performing Teams

You genuinely enjoy coaching your managers, helping them develop their own strategic thinking and leadership skills. You find satisfaction in seeing your team members grow, take on more responsibility, and deliver increasingly impactful work. You're building a legacy through your people.

One of your Managers successfully leads a critical project presentation to the CEO, and you feel a real sense of pride, knowing you've helped them get there.

What frustrates people
  • Being implicitly or explicitly asked to 'find the data to support the decision I've already made' (confirmation bias as a service).
  • Watching a rigorously data-backed recommendation get overturned by a senior executive's gut feel or political agenda (the HiPPO override).
  • Being held accountable for the accuracy of a forecast that is built on notoriously unreliable data from other departments (garbage in, gospel out).
  • The soul-crushing experience of trying to explain confidence intervals or p-values to a room of executives who just want a single, definitive number.
  • Knowing the perfect metric to measure a business driver, but being forced to use a flawed, incomplete proxy because the real data isn't tracked (the proxy problem).
  • Seeing a brilliant piece of analysis presented once and then never acted upon (shelf-ware).
What this role does not give you
  • A predictable, routine work schedule – expect urgent, high-stakes requests.
  • Complete control over data quality – you'll often have to work with what's available.
  • Guaranteed implementation of every recommendation – politics and other factors play a role.
  • A purely technical, heads-down analytical role – this is heavily leadership and influence-focused.

8Who you work with

This role is critical for steering the company's strategic direction. Your team's insights will directly inform multi-million pound investments, market entry strategies, M&A targets, and our overall competitive positioning. You're essentially the guardian of data-driven decision-making at the highest level, ensuring our strategy is built on solid ground, not just gut feel. Getting it right means significant growth and market leadership; getting it wrong means missed opportunities or costly mistakes.

Inside the business
  • C-Suite (CEO, CFO, COO, CPO)
  • Business Unit VPs and GMs
  • Heads of Product, Sales, and Marketing
  • Finance Leadership
  • Legal and Compliance teams
Outside the business
  • External Strategy Consultants
  • Investment Banks (for M&A activity)
  • Market Research Firms
  • Industry Analysts
  • Board of Directors (for presentations and strategic reviews)

9What you need before you start

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

  • Proven track record of leading and developing high-performing analytical teams, including managing managers.
  • Extensive experience in Corporate Strategy, Management Consulting, or a similar high-impact analytical role within a large organisation.
  • Demonstrable experience presenting complex strategic recommendations to C-suite executives and Board members.
  • Deep expertise in financial modelling, market analysis, and hypothesis-driven problem solving.
  • A strong understanding of SaaS business models and metrics, or equivalent experience in a fast-paced technology-driven industry.

10What to practise next

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

Data Architecture & Governance for Strategic Data

As data volumes explode, ensuring the integrity, accessibility, and governance of strategic data assets becomes paramount. You'll move beyond querying data to influencing how it's stored, managed, and secured.

Data Mesh Principles · Data Lineage & Metadata Management · Cloud Data Cost Optimisation

  • This week: Schedule a deep dive with our Data Engineering leadership to understand our current data architecture.
  • This month: Identify 2-3 key strategic data sources that lack clear governance and propose improvements.
  • Month 2: Research best practices for data mesh implementation and assess their applicability to our organisation.
  • Month 3: Lead an initiative to standardise metadata for our most critical strategic datasets.

Quick win: Ensure your team consistently documents data sources and transformations in Confluence for every strategic analysis. This builds good habits and improves data lineage.

Advanced Econometric Modelling & Causal Inference

Moving beyond correlation to robustly establish causation is crucial for high-stakes strategic decisions. As the business environment becomes more complex, the ability to accurately attribute impact from strategic initiatives will be a key differentiator.

Difference-in-Differences (DiD) · Regression Discontinuity Design (RDD) · Synthetic Control Methods

  • This week: Review case studies where advanced causal inference methods were used to inform strategic decisions.
  • This month: Identify a past strategic initiative where causal impact was unclear and propose a method to retrospectively analyse it using these techniques.
  • Month 2: Guide one of your managers in applying a causal inference method to a current strategic problem.
  • Month 3: Present findings from a causal inference study to senior leadership, highlighting the 'true' impact of an initiative.

Quick win: Start asking your team 'how do we know this is causation, not just correlation?' in every project review. This shifts the mindset towards more rigorous analysis.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences (e.g., Gartner Data & Analytics Summit, Strata Data & AI Conference) to stay abreast of emerging trends and network with peers.
  • Participate in executive education programmes focused on strategic leadership, M&A, or advanced analytics.
  • Read widely across business strategy, economics, and technology publications (e.g., Harvard Business Review, McKinsey Quarterly, The Economist).
  • Actively mentor junior talent outside your direct team, contributing to the wider analytical community.
  • Consider publishing thought leadership pieces on strategic insights or analytical 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.

Prompt Engineering & LLM Integration for Strategic Analysis

Critical within 6 months – competitors are already using large language models (LLMs) to draft strategic reports, summarise vast amounts of market research, and even generate initial scenario analyses in minutes, not hours. Analysts who master this will outproduce peers 3:1, and Directors who lead this adoption will have a significant strategic advantage.

  • Advanced Prompt Chaining
  • RAG (Retrieval Augmented Generation) Architectures
  • Output Validation & Hallucination Detection
  • Ethical & Bias Considerations in LLMs

Ethical AI Governance & Responsible Analytics

Important within 12 months – as our reliance on AI for strategic insights grows, so does the risk of unintended bias, privacy breaches, or misuse of data. As a Director, you'll be accountable for ensuring our analytical practices are not only effective but also ethical and compliant. This isn't just about avoiding legal trouble; it's about maintaining trust with our customers, employees, and the Board.

  • Fairness & Bias Detection in Algorithms
  • Data Privacy & Anonymisation Techniques
  • Transparency & Explainability (XAI)
  • Accountability Frameworks for AI Decisions

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Financial & Valuation Modeling
  • Market Opportunity Analysis
  • Hypothesis-Driven Problem Solving
  • Scenario Planning & Sensitivity Analysis
  • Competitive Intelligence Frameworks
  • Executive Narrative & Data Storytelling

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

    Manager, Strategic Insights (Internal Promotion)

    3-5 years as an L5 Manager

    Skills to master

    • Leading multiple complex strategic projects, managing a team of analysts, developing strong executive communication skills, and demonstrating significant influence on business outcomes.

    You're ready to move on when

    • Consistently delivers high-impact strategic recommendations that are adopted by senior leadership.
    • Successfully coaches and develops their direct reports, with clear examples of career progression within their team.
    • Proactively identifies new strategic opportunities or risks for the business.
    • Effectively navigates complex stakeholder relationships and builds consensus across departments.
  2. 2

    Senior Manager / Principal Consultant (Strategy Consulting)

    10-15 years in consulting, with significant project leadership experience.

    Skills to master

    • Hypothesis-driven problem solving, rigorous analytical methodologies, client relationship management, and presenting to C-suite clients. You'll need to adapt to an internal corporate pace and culture.

    You're ready to move on when

    • Led multiple strategic engagements for large clients, with demonstrable impact.
    • Managed and mentored consulting teams effectively.
    • Strong track record of business development and client influence.
    • Ready to transition from an advisory role to an operational leadership position with direct accountability.
  3. 3

    Head of Analytics / Director of Business Intelligence (Smaller Organisation)

    10-15 years in analytics, with 3-5 years leading a full analytics function.

    Skills to master

    • Building an analytics function from the ground up, managing data infrastructure, and translating analytical insights into business value. You'll need to scale your leadership and strategic influence in a larger, more complex environment.

    You're ready to move on when

    • Successfully built and scaled an analytics team and infrastructure.
    • Demonstrated ability to drive business outcomes through data-driven initiatives.
    • Experience operating at a strategic level, even if in a smaller company.
    • Ready for the increased complexity and political landscape of a larger corporate environment.

15Where this role leads

The long view: This role can lead to positions such as Chief Strategy Officer or Chief Financial Officer, and to running a business unit directly.

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, Strategic Insights and Analytics is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

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

A lesson from Data Analysis and Visualisation, worked against Director, Strategic Insights and Analytics.

Data Analysis and Visualisation Level 7

Applied to your work in Director, Strategic Insights and Analytics

1. To enable the learner to critically analyse the theoretical underpinnings of data analytics and their impact on decision-making in business management contexts. 2. To enable the learner to assess diverse data analysis activities, techniques, and tools applicable to business management scenarios. 3. To enable the learner to compare and contrast various predictive analytic techniques, evaluating their strengths and weaknesses in forecasting future business events. 4. To enable the learner to evaluate how predictive analytic techniques can be practically implemented for forecasting purposes within the business sector. 5. To enable the learner to evaluate prescriptive analytic techniques, illustrating their application with relevant examples from the business management domain. 6. To enable the learner to apply a suitable programming language or data analysis tool to conduct data analysis and visualisation tasks related to business management problems.

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.

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See Your Progress Grow Illustration
Director, Strategic Insights and Analytics
  • Financial & Valuation Modeling
  • Market Opportunity Analysis
  • Hypothesis-Driven Problem Solving
  • Scenario Planning & Sensitivity Analysis
  • Competitive Intelligence Frameworks
  • Executive Narrative & Data Storytelling
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, Strategic Insights and Analytics is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Corporate Strategy (L7)

    3-5 years in the Director role

    From shaping a function to setting enterprise-wide strategy and influencing the Board at the highest level.

    • Portfolio Management Optimising the company's portfolio of businesses and investments.
    • M&A Deal Execution Leading complex M&A processes from identification to integration.
    • Crisis Management Guiding the company through major strategic challenges or market disruptions.
    • Global Market Expansion Developing and executing strategies for international growth.

  2. Chief Strategy Officer (L7/C-Suite)

    5-8 years in the Director/VP role

    Accountable for the entire corporate strategy, market positioning, and long-term vision of the enterprise.

    • Enterprise Portfolio Optimisation Continuously re-evaluating and optimising the company's business portfolio.
    • Strategic Partnerships & Alliances Forging critical external relationships that drive long-term strategic advantage.
    • Innovation Ecosystem Leadership Fostering a culture of innovation and identifying disruptive technologies.
    • Strategic Communications (External) Representing the company's strategy to investors, media, and the public.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're constantly juggling high-level strategic thinking, team leadership, and executive influence. The reality is, a lot of that time can get bogged down in data synthesis, report drafting, and competitive analysis. But what if you could offload a significant chunk of that to AI, freeing you up for what truly matters?

We're not talking about replacing your strategic brain; we're talking about augmenting it. Our AI Productivity Hub is packed with tools and best practices designed specifically for leaders in Corporate Strategy. Imagine having an intelligent assistant that handles the grunt work, allowing you to focus on the 'so what?' and the 'what next?'. This isn't just future tech; it's here now, and it's making a real difference to our top performers.

Automated Competitor Intelligence Briefing

Use an AI agent to scan and summarise competitor earning call transcripts, press releases, and 10-K filings into a weekly bullet-point summary. It highlights key strategic shifts, risks, and opportunities, saving your team hours of manual research. You get the critical insights without the digging.

Accelerated Root Cause Analysis

Feed time-series data (e.g., weekly sales, churn rates, market share fluctuations) into an AI tool. It automatically detects anomalies and suggests the most likely causal drivers, instantly focusing your team's deep-dive efforts. No more guessing where to start; AI points the way.

First-Draft Executive Summary Generation

After your team completes a detailed analysis in a notebook or spreadsheet, use AI to generate a concise, business-focused executive summary in plain English. This gives you a solid first draft in minutes, which you can then refine and add your strategic flavour to, saving you valuable writing time.

Smart Chart & Narrative Creation

Provide a clean dataset to an AI tool and ask it to 'create a slide deck for the CFO explaining the key trends in this data.' It generates initial charts and talking points, automating the most tedious part of deck creation. You'll still add your strategic narrative, but the heavy lifting is done.

Common questions

Common questions

How do you become a Director, Strategic Insights and Analytics?

Common routes in include Manager, Strategic Insights (Internal Promotion) (3-5 years as an L5 Manager), Senior Manager / Principal Consultant (Strategy Consulting) (10-15 years in consulting, with significant project leadership experience.) and Head of Analytics / Director of Business Intelligence (Smaller Organisation) (10-15 years in analytics, with 3-5 years leading a full analytics function.). Times vary with prior experience.

Where can a Director, Strategic Insights and Analytics progress to?

This role can lead on to VP, Corporate Strategy (3-5 years in the Director role) and Chief Strategy Officer (5-8 years in the Director/VP role), depending on the skills you build.

What new skills matter most for a Director, Strategic Insights and Analytics?

Increasingly, Prompt Engineering & LLM Integration for Strategic Analysis and Ethical AI Governance & Responsible Analytics. 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 corporate strategy

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

The strategic and analytical skills built in this role apply across industries that rely on data for decisions, including technology, private equity, venture capital and financial institutions. The ability to break down problems and back decisions with evidence transfers well to other sectors, and to running a business.

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.