United Kingdom · Internal consulting · Director/VP (16-20 years)

Director, Corporate Strategy & Transformation

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

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Experience bandDirector/VP (16-20 years)
Direct reports25-100+ reports
Reports toChief Strategy Officer (or CEO, depending on org size)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Strategy · Head of Internal Consulting · Strategy Director

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 3 standards

Qualifi Level 7 Diploma in Strategic Management and Innovation Qualifi Ltd · Level 7 · covers 1 of 3 standards

Transcend Level 7 Extended Diploma in Strategic Management Transcend Awards · Level 7 · covers 1 of 3 standards

CMI Level 7 Certificate in Professional Consulting Chartered Management Institute · Level 7 · covers 1 of 3 standards

CMI Level 7 Extended Diploma in Professional Consulting Chartered Management Institute · Level 7 · covers 1 of 3 standards

CMI Level 7 Award in Strategic Management and Leadership Practice Chartered Management Institute · Level 7 · covers 1 of 3 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

Strategic Direction Qualifi Level 7 Diploma in Strategic Management and Innovation

Strategic Change Management Transcend Level 7 Extended Diploma in Strategic Management

REVIEWING ORGANISATIONAL STRATEGY PLANS AND PERFORMANCE CMI Level 7 Certificate in Professional Consulting

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

Your Plan Illustration

Built for Director, Corporate Strategy & Transformation

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

Data Analysis and Visualisation OTHM Qualifications · covers 2 of 3 standards Level 7
Strategic Direction Qualifi Ltd · covers 1 of 3 standards Level 7
Strategic Change Management Transcend Awards · covers 1 of 3 standards Level 7
REVIEWING ORGANISATIONAL STRATEGY PLANS AND PERFORMANCE Chartered Management Institute · covers 1 of 3 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 Director, Corporate Strategy & Transformation?

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 Strategic Foresight & Scenario Modelling
Platform & Ecosystem Strategy

Why each one is rising

The future skills this job leans on

AI Fluencyworking with AI as a thinking partner
Data Fluencyturning numbers into a decision
AI Governance Fluencyusing AI responsibly
Foresight Fluencyseeing round the corner
Change Fluencytaking people through change

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, Corporate Strategy & Transformation plan as you set up, starting with the free Automation Fluency module. No card.

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

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

3What this role really is

This role turns business problems into clear strategies and leads the work to make them happen across a business unit or company.

4What you'd actually use

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

Microsoft Excel (Advanced Modelling & Audit) Expert

Auditing and stress-testing complex, multi-variable financial and operational models built by your team; using it to quickly prototype strategic calculations during executive discussions.

Tableau / Power BI (Enterprise Governance & Strategic Storytelling) Expert

Defining enterprise-wide visualization standards and KPIs; using dashboards to drive executive-level conversations and present strategic performance to the Board.

Miro / Mural (Strategic Workshop Design & Facilitation) Expert

Designing and facilitating complex multi-day strategic workshops for C-Suite and Board members; championing collaborative tools for strategic planning across the enterprise.

Anaplan / Pigment (Enterprise Strategic Planning Architecture) Expert

Architecting the enterprise-wide strategic planning model; working with Finance and Operations to create a single source of truth for long-range forecasting and scenario analysis.

Confluence / Notion (Knowledge Management Strategy) Advanced

Setting the knowledge management strategy for the entire strategy function, ensuring insights are codified, accessible, and reusable across the organisation for future strategic projects.

SQL (PostgreSQL) (Data Architecture & Governance) Advanced

Partnering with IT to define data requirements for strategic analysis and ensure data governance; understanding data lineage and architecture to validate critical inputs for strategic models.

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 choice	Coming in	Where you are now	The step above
Strategic Direction for a Business Unit	No involvement.	May provide data points for analysis.	Leads analysis, develops recommendations, presents to BU leadership for input.
Budget Allocation for Strategic Programmes	No involvement.	Estimates costs for specific tasks.	Proposes budget for specific workstreams (e.g., £50K-£100K).
Organisational Design & Restructuring	No involvement.	Contributes data on current state processes.	Designs specific team structures within a project, with Director oversight.
M&A Target Identification & Assessment	No involvement.	Conducts basic market research on potential targets.	Leads due diligence on specific aspects (e.g., market fit, competitive landscape).

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.

Implemented ROI of Strategic Initiatives

The documented return on investment from strategic programmes you've championed or directly influenced.

Target · Generate >£5M in annual EBIT impact or achieve a 3:1 ROI on strategic investments within 18 months of implementation.

Leading the strategy for a new market entry that generates £7M in incremental EBIT within two years, clearly attributable to the strategic plan.

Strategic Alignment Score

The percentage of major business unit initiatives that are clearly linked and contribute to the core enterprise strategy.

Target · >80% of all significant business unit projects and investments demonstrably align with the overarching company strategy.

During Q2 review, 85% of all top 20 business unit projects could show a direct link to one of the three core enterprise strategic pillars.

Strategic Capability Maturity Uplift

Improvement in the organisation's assessed maturity level for key strategic capabilities (e.g., scenario planning, market intelligence, change management).

Target · Increase the average maturity score by at least one level (e.g., from 'Ad-hoc' to 'Managed') across three critical strategic capabilities within 24 months.

Moving our internal scenario planning capability from a 'Reactive' to a 'Proactive' state, as evidenced by earlier identification of emerging risks and opportunities.

Strategic Planning Cycle Efficiency

The time and resources required to complete the annual strategic planning process, from data gathering to board approval.

Target · Reduce the total cycle time by 15% and resource consumption by 10% year-on-year, without compromising quality.

Streamlining the Q3 planning process to complete board-ready strategic documents in 8 weeks instead of 10, saving approximately £150K in consultant fees and internal staff time.

Board and C-Suite Trust & Influence

Your ability to be seen as a trusted advisor to the most senior leaders, influencing their strategic thinking and decision-making.

Regularly invited to contribute to Board-level discussions beyond your direct remit
C-Suite members proactively seek your counsel on critical strategic dilemmas
your recommendations are consistently adopted and championed by executive leadership.

Successful Transformation Programme Leadership

The effective design and oversight of large-scale, multi-year transformation programmes, ensuring they stay on track and deliver intended outcomes.

Programmes under your leadership meet their key milestones
critical risks are identified and mitigated proactively
positive feedback from business unit leaders on the support and guidance provided during complex change initiatives.

Talent Development & Mentorship

Your success in developing the next generation of strategic leaders within the Internal Consulting department and across the wider organisation.

At least 2-3 direct reports promoted to Principal or Lead roles within 2-3 years
mentees consistently achieve high performance ratings
you're sought out by high-potential employees for career guidance and development opportunities.

External Reputation & Thought Leadership

Your ability to represent the company externally as a strategic thought leader and to bring cutting-edge strategic thinking back into the organisation.

Invited to speak at industry conferences
publishing articles on strategic topics
active participation in industry forums
bringing back 2-3 actionable insights from external engagements annually that influence our internal strategy.

7Would you like it

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

What people enjoy

Driving Large-Scale Organisational Change

You'll be leading multi-year transformation programmes, seeing your strategic blueprints evolve from concept to reality, and watching the company adapt and grow because of your work. This means regular check-ins on programme progress, problem-solving roadblocks, and celebrating milestones.

Leading the complete overhaul of our go-to-market strategy, from initial concept validation to seeing the new sales model successfully deployed across three countries, resulting in a 20% revenue uplift.

Shaping the Company's Future

You'll be at the table for critical executive discussions, influencing where the company invests its capital, which markets it enters (or exits), and how it positions itself competitively. This often involves preparing board papers, presenting strategic options, and debating trade-offs with the C-Suite.

Presenting the 5-year strategic roadmap to the Board, outlining new growth vectors and key investment priorities, and securing their endorsement for a £20M capital allocation.

Building and Mentoring High-Performing Teams

You'll be responsible for developing a team of talented strategy professionals, coaching your direct reports, and fostering a culture of rigorous analysis and impactful recommendations. This includes regular 1-on-1s, performance reviews, and active mentorship to help your team grow.

Seeing three of your Principal Strategy Advisors successfully promoted to Director-level roles within other business units, having personally mentored them through their career development.

What frustrates people

The 'shelf-ware strategy': Spending months on a brilliant plan only to see it gather dust because of a lack of operational will or shifting priorities.
The corporate immune system: Facing passive-aggressive or outright resistance from business units who feel threatened by your recommendations, regardless of how sound the logic is.
Data scavenger hunts: Knowing the critical data exists, but it's siloed, protected, or requires weeks of negotiation to access, derailing your timelines.
Last-minute fire drills: The CEO reads an article over the weekend, and now your team has to drop everything for an 'urgent' market analysis by Monday morning.
Accountability without authority: Being held responsible for strategic outcomes when you have no direct control over the business units executing the plans.
The 'idea killer' role: Often having to tell senior leaders that their pet project is a bad idea based on the data, which requires extreme political delicacy.

What this role does not give you

A quiet, predictable work environment with clear, unchanging directives.
Direct day-to-day operational control over large teams (you influence, you don't command).
The ability to avoid difficult, politically charged conversations.
Immediate gratification for every strategic recommendation (implementation takes time).
A role where you can solely focus on analysis without significant people leadership and stakeholder management.

8Who you work with

This role directly shapes the strategic direction and long-term viability of a major business unit, or even the entire company. Your work influences multi-million-pound investment decisions, organisational restructuring, and our competitive positioning in the market. Get it right, and the company thrives; get it wrong, and we face significant financial and reputational consequences. You'll be driving change at a scale that impacts hundreds, if not thousands, of employees.

Inside the business

CEO and Executive Leadership Team
Board of Directors
Business Unit Managing Directors
Heads of Finance, Product, and Operations
Legal and Compliance teams

Outside the business

Major strategic partners and vendors
Industry analysts and thought leaders
Potential M&A targets
Investors and shareholders (indirectly, through board reporting)

9What you need before you start

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

Proven track record of leading complex strategic projects or transformation programmes in a large, matrixed organisation.
Extensive experience (10+ years) in a top-tier management consulting firm or a senior internal strategy role, with significant exposure to C-Suite and Board-level interactions.
Demonstrable experience managing and developing teams of 10+ professionals, including other managers.
A deep understanding of financial analysis, business case development, and P&L management.
Exceptional ability to deconstruct ambiguous problems, develop testable hypotheses, and drive data-backed recommendations.
A history of successfully influencing senior stakeholders and driving consensus on challenging strategic initiatives.

10What to practise next

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

Advanced Data Governance & Ethics for Strategy

As data becomes the lifeblood of strategic decision-making and AI tools become more prevalent, understanding how to govern data effectively and ethically is paramount. Directors must ensure strategic insights are built on reliable, compliant data foundations.

Data Lineage & Quality Assurance · Data Privacy & Compliance (e.g., GDPR, CCPA) · Ethical AI Data Usage · Data Security for Strategic Assets

This quarter: Review our current data governance policies and identify gaps relevant to strategic data assets.
Next 6 months: Partner with Legal and IT to develop a clear framework for ethical AI data usage within our strategic planning processes.
Next 12 months: Lead an initiative to improve data quality for 2-3 critical strategic datasets, demonstrating measurable improvement.
Ongoing: Stay updated on evolving data privacy regulations and best practices through industry forums and legal counsel.

Quick win: Conduct a 'data audit' for one key strategic report: where does the data come from? How is it transformed? Who owns it? Identify potential risks or inaccuracies.

Cloud Strategy & FinOps for Strategic Investment

Cloud computing is no longer just an IT concern; it's a strategic enabler and a significant cost centre. Directors need to understand cloud economics (FinOps) to make informed strategic investment decisions, optimise spend, and leverage cloud capabilities for competitive advantage.

Cloud Cost Optimisation (FinOps) · Cloud Migration & Modernisation Strategy · Serverless & Containerisation Strategic Implications · Cloud Vendor Management & Negotiation

This quarter: Engage with our Head of IT/Cloud Operations to understand our current cloud strategy and spend.
Next 6 months: Take an online course on FinOps or Cloud Economics for business leaders.
Next 12 months: Lead a strategic review of our cloud investment, identifying opportunities for cost optimisation or new strategic capabilities.
Ongoing: Regularly review cloud spend reports and participate in discussions about our technology roadmap.

Quick win: Ask our Finance team for a breakdown of our top 5 cloud expenditures. Can you identify any immediate strategic questions or opportunities for optimisation?

11Staying current once you are in

What people here do to keep up

Regularly attend executive education programmes or workshops on emerging strategic trends, digital transformation, and leadership (e.g., London Business School, INSEAD).
Actively participate in industry forums, roundtables, and conferences to stay abreast of market dynamics and build a strong professional network.
Mentor junior and mid-level professionals within the organisation, contributing to our internal talent pipeline.
Publish thought leadership articles or speak at industry events, enhancing both your personal brand and the company's strategic reputation.
Undertake continuous learning in AI, data science, and cloud technologies to understand their strategic implications.

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 Strategic Foresight & Scenario Modelling

Traditional strategic planning can be slow and prone to human bias. AI can process vast amounts of data (economic indicators, social trends, competitor moves) far faster, identifying weak signals and generating more robust, data-backed scenarios. Directors who can harness this will have a significant edge in anticipating market shifts and building resilient strategies.

Predictive Analytics for Market Trends
Generative AI for Scenario Creation
Agent-Based Modelling for Strategic War-Gaming
Ethical AI in Strategic Decision-Making

Platform & Ecosystem Strategy

Increasingly, businesses aren't just competing with products; they're competing with entire ecosystems and platforms. Understanding how to build, participate in, or disrupt these ecosystems is becoming paramount for long-term growth. Directors need to think beyond linear value chains.

Network Effects & Multi-Sided Markets
API Economy & Open Innovation
Data Monetisation Strategies
Governance of Digital Ecosystems

13What you’ll use

What you’ll use

Skills this role draws on

Technical

Enterprise Strategy Development
M&A Strategy & Integration
Complex Change Management Frameworks (e.g., Kotter, ADKAR)
Advanced Scenario Planning & Strategic Foresight
Financial & Operational Modelling (Audit & Governance)

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
Principal Strategy Advisor (Internal Consulting)
3-5 years as a Principal
Skills to master
- Mastering portfolio management, executive influence, and leading multiple complex strategic engagements simultaneously. Building a strong internal network and reputation as a trusted advisor.
You're ready to move on when
- Consistently leads 3-5 major strategic initiatives per year with demonstrable business impact.
- Regularly sought out by business unit leaders for strategic counsel.
- Successfully mentors 2-3 senior consultants to their next career stage.
- Demonstrates the ability to manage complex stakeholder relationships at the SVP/EVP level.
2
Senior Engagement Manager / Associate Partner (External Consulting)
5-8 years at this level
Skills to master
- Managing large client engagements, developing new business, and leading diverse consulting teams. Deep expertise in a specific industry or functional domain.
You're ready to move on when
- Successfully led 5+ multi-million-pound client engagements end-to-end.
- Consistently achieved high client satisfaction scores (e.g., NPS >60).
- Demonstrated ability to develop new business opportunities (e.g., £1M+ in sales).
- Managed and developed teams of 10+ consultants across multiple projects.
3
Head of Corporate Development / M&A
4-6 years in a Head of role
Skills to master
- Expertise in M&A deal sourcing, valuation, due diligence, and post-merger integration. Strong financial acumen and negotiation skills.
You're ready to move on when
- Successfully completed 2-3 significant M&A transactions (e.g., £50M+ deal size).
- Proven ability to lead cross-functional due diligence teams.
- Strong track record of identifying and assessing strategic acquisition targets.
- Demonstrated ability to integrate acquired businesses effectively.

15Where this role leads

The long view: This work can lead to senior leadership roles, board positions, or operating roles in private equity.

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, Corporate Strategy & Transformation is actually changing.

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, Corporate Strategy & Transformation.

Data Analysis and Visualisation Level 7

Applied to your work in Director, Corporate Strategy & Transformation

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 Remember
2 Understand
3 Apply
4 Analyse
5 Evaluate
6 Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

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

See Your Progress Grow Illustration

Director, Corporate Strategy & Transformation

Enterprise Strategy Development
M&A Strategy & Integration
Complex Change Management Frameworks (e.g., Kotter, ADKAR)
Advanced Scenario Planning & Strategic Foresight
Financial & Operational Modelling (Audit & Governance)

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, Corporate Strategy & Transformation is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP / Chief Strategy Officer (C-Suite)
3-5 years

From L6 to L7
- Enterprise portfolio management Managing the strategic alignment and performance of the entire company's investment portfolio.
- Advanced M&A strategy Leading complex, market-shaping M&A deals.
- Strategic risk management at the enterprise level Identifying and mitigating systemic risks that could impact the entire organisation.
- Innovation ecosystem leadership Fostering and leading an enterprise-wide culture of innovation and strategic partnerships.
General Manager / Business Unit Head
4-6 years

Lateral move or L6 to L7 equivalent
- Operational excellence and process optimisation Driving efficiency and quality across all business unit functions.
- Product lifecycle management Overseeing the entire lifecycle of products or services within the business unit.
- Sales and commercial strategy Developing and executing strategies to drive revenue growth and market penetration.
- Talent acquisition and retention (operational) Building and maintaining high-performing operational teams.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the Director level, your time is precious. You're not meant to be bogged down by grunt work. We're embracing AI not to replace strategic thinking, but to supercharge it, freeing you up to focus on the truly high-leverage activities: vision setting, executive influence, and complex problem-solving. Think of AI as your elite, always-on research and drafting assistant.

For a Director in Internal Consulting, AI isn't just about efficiency; it's about strategic advantage. It means faster market insights, clearer communication, and more time for the critical human elements of leadership. We're building an AI Hub specifically for our Internal Consulting team, and you'll be at the forefront of defining how we use these tools to drive enterprise-wide strategy.

AI-Powered Strategic Foresight

Use advanced AI models to rapidly analyse vast datasets—market trends, geopolitical shifts, competitor moves—to identify emerging opportunities and threats weeks or months faster than traditional methods. This helps you stress-test existing strategies and develop more resilient future-proof plans. Imagine getting a comprehensive brief on a new market in hours, not weeks.

Executive Comms & Board Deck Drafting

Overcome 'blank page syndrome' for critical communications. Generative AI can draft initial versions of board papers, executive summaries, strategic narratives, and even talking points for presentations. You'll focus on refining the message, ensuring strategic coherence, and adding your unique insights, rather than spending hours on first drafts. It's about getting to 'good enough' 80% faster.

Automated Scenario Planning & War-Gaming

Leverage AI to quickly generate and analyse dozens of plausible future scenarios, evaluating their potential impact on your strategic plans. Use AI to simulate competitor responses or market shifts, allowing you to 'war-game' your strategy and identify vulnerabilities before they become real problems. This means more robust strategies, less guesswork.

Performance Monitoring & Anomaly Detection

Connect AI to your performance dashboards (Tableau, Power BI) to proactively detect anomalies in key strategic metrics and provide initial hypotheses for their cause. Instead of manually sifting through data, you'll get instant alerts and preliminary insights, allowing you to react faster and make more informed strategic adjustments. It's like having a dedicated analyst constantly watching the numbers.

Common questions

How do you become a Director, Corporate Strategy & Transformation?

Common routes in include Principal Strategy Advisor (Internal Consulting) (3-5 years as a Principal), Senior Engagement Manager / Associate Partner (External Consulting) (5-8 years at this level) and Head of Corporate Development / M&A (4-6 years in a Head of role). Times vary with prior experience.

Where can a Director, Corporate Strategy & Transformation progress to?

This role can lead on to VP / Chief Strategy Officer (C-Suite) (3-5 years) and General Manager / Business Unit Head (4-6 years), depending on the skills you build.

What new skills matter most for a Director, Corporate Strategy & Transformation?

Increasingly, AI-Driven Strategic Foresight & Scenario Modelling and Platform & Ecosystem Strategy. These are the skills our record of this role lists as growing.

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

Director, Corporate Strategy & Transformation

Where should we send it?

Two short quizzes about you

Will AI change your work as a Director, Corporate Strategy & Transformation?

What's rising in its place

AI-Driven Strategic Foresight & Scenario Modelling

Platform & Ecosystem Strategy

Skills this role draws on

Technical

How you actually get there, here

Principal Strategy Advisor (Internal Consulting)

Senior Engagement Manager / Associate Partner (External Consulting)

Head of Corporate Development / M&A

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

One to one, on the work you already do

Everything else the record holds

The career path, and where it branches

VP / Chief Strategy Officer (C-Suite)

General Manager / Business Unit Head

Where AI is starting to help

AI-Powered Strategic Foresight

Executive Comms & Board Deck Drafting

Automated Scenario Planning & War-Gaming

Performance Monitoring & Anomaly Detection

Common questions

Want a read on where you stand?