We’re delighted to feature Richard Marsh, Director of Responsible Business at BT, in this edition of ImpactExpert QT.
With more than two decades at BT, Richard has helped embed purpose and responsibility into the heart of one of the UK’s most recognised brands. From digital inclusion to climate action, his leadership shows how large organisations can create meaningful, measurable impact while staying grounded in values.
Key takeaways from this ImpactExpert QT:
- Purpose powers performance: Aligning work with values unlocks fulfilment and long-term impact.
- Start small, think big: Pilots and partnerships drive sustainable, scalable change.
- Meet people where they are: Real impact depends on reaching genuine needs.
- Positivity is strategic: Optimism helps navigate, challenge, and change.
- Humour sustains leadership: Joy and perspective keep teams motivated.
What was one of the best roles you’ve ever had and why?
I think I’m slightly biased, but my current role, leading social impact and sustainability for BT, is my favourite.
The work we do fundamentally has a positive impact. The nature of telecoms means that the very core of our business is helping people to connect, and our purpose – to connect for good – runs through everything. Being part of a team that drives that agenda forward is hugely rewarding. Having the opportunity to make a difference every day through the work we do, and seeing the positive impact it creates, is incredibly motivating.
What’s one decision that helped align your work with your values?
I’ve been at BT for 23 years and joined through the graduate scheme, doing a number of different jobs over the years. About ten years ago, I had the opportunity to apply for a role in what was then our responsible business area, running ESG reporting. It felt like quite a stretch from the work I’d done before, but it turned out to be the best decision I’ve ever made.
When I got that role, I finally felt like I’d landed – like I was in the place I wanted to build my career. I’ve done a few different jobs within the team since, but I’ve never looked back. It felt like a brave move at the time, but it’s put me in a role where I can give my best and really see the positive impact of the work we do.
What milestones or proudest moments stand out in your career?
There are a couple that really stand out.
The first is setting more ambitious climate targets for BT and launching our climate transition plan. In an environment where some companies were pulling back, we pushed forward. We built a detailed, credible plan with buy-in from the executive team – covering everything from decarbonising our fleet to reducing energy use across our networks. It was a huge achievement and a clear signal of BT’s commitment to environmental responsibility.
The second is more personal – mentoring small business owners through our partnership with Digital Boost. Helping entrepreneurs overcome challenges, from marketing and strategy to carbon tracking, has been incredibly rewarding. You can see the real-world impact in people’s confidence and growth. Sometimes it’s just a 30-minute call, but it can change someone’s direction completely.
What’s one project that taught you a big lesson about impact?
One of the biggest lessons I’ve learned is around the meaning of impact.
A few years back, we built a brilliant digital skills platform – great content, great partners – but it didn’t land the way we hoped. We fell into the trap of thinking “if you build it, they’ll come.” The reality is, people won’t always find what you’ve created or have the motivation to use it.
The real learning was the importance of meeting people where they are. That means partnering with organisations like Small Business Britain and AbilityNet, and working with our BT volunteers who go out into communities to deliver support face-to-face. It’s far more effective – because real impact happens where the need exists, not just where the PowerPoint says it should.
What’s a piece of strategic advice you find yourself giving often?
See the positive.
I try to stay optimistic, both at work and in life. There’s so much happening in the world, and it’s easy to get caught in negativity – especially when you have to make difficult decisions.
Optimism isn’t naive – it’s a choice to keep moving forward and to lead others through uncertainty with empathy and focus.
What’s one learning from delivering work at scale?
Start small.
BT has around 100,000 employees, which is both an incredible opportunity and a huge challenge. Delivering change at that scale can feel overwhelming, but piloting initiatives – starting with a small, willing group – builds learning and momentum.
And never be afraid to ask for help. I’ve never once asked for support and been turned down. People always want to help if they see you’re genuinely trying to make a difference.
Who or what inspires your approach to impact?
I get the most inspiration from people – small business owners, older adults learning digital skills, and the teams who make our work possible.
I’m also hugely inspired by our CEO, Allison, and the leadership team, for embedding social impact so deeply into BT’s strategy. A recent example is EE’s Safer SIMs, which help parents navigate the challenge of children’s first smartphones. They include network-level controls and guides to help families have open conversations about safe and responsible digital use.
It’s a perfect example of impact being integrated into how we do business – not an add-on, but part of the DNA.
What brings you the most work joy?
Honestly? Laughter.
Work can feel serious all the time, especially in roles like mine. But humour and joy help balance that out. Finding light moments with the team – even in challenging circumstances – keeps everyone grounded.
I probably drive my team mad sometimes, but it’s important to remind people that even serious work can be human. A little humour helps everyone breathe.
Finally, what’s your favourite quote?
“The operation was a success but the patient died.”
It’s one I’ve used for years.and worth reminding that I don’t work in healthcare, but it’s a great reminder not to get lost in the process. In large organisations, it’s easy to tick every box and still miss the point – to deliver all the outputs but forget the outcome.
It’s a light-hearted but powerful way to stay focused on the why – the impact we’re trying to have, not just the mechanics of getting there.
