We’re delighted to spotlight Kerensa Jennings in this week’s ImpactExpert QT – someone whose career has been shaped by a deep belief in the power of clear storytelling, good systems, and opening up opportunity.
Kerensa has spent decades working at the intersection of journalism, public service and digital innovation, helping people make sense of complex moments and ensuring important decisions lead to better outcomes. From shaping national conversations at the BBC, to helping young people build confidence through the BBC micro:bit, to supporting the National Emergencies Trust during the pandemic, to advising leaders and boards today, her work is united by a simple principle: help people, remove barriers, and build things that last.
Key Takeaways:
- When something is explained in a human, relatable way, people understand it – and they act on it.
- Hiring for potential, mentoring widely and removing barriers gives people the chance to grow, no matter their starting point.
- When something is built well – with purpose and reach – it continues to support people long after it launches.
- Real scale and momentum comes from others believing in the work and carrying it forward with authenticity.
- Holding the belief that everyone has value shapes how decisions are made and where energy is focused.
What was one of the best roles you’ve ever had and why?
One of the best roles I’ve ever had was being Programme Editor of Breakfast with Frost at the BBC during the 9/11 era. At the time, it was the most written-about and talked-about current affairs show in the UK, which meant carrying a huge responsibility: holding truth to power, demanding transparency, and helping shape a national conversation during a pivotal moment in history.
Working with Sir David Frost was extraordinary, and meeting world leaders and major public figures was an immense privilege, but also a profound responsibility. Our KPIs went beyond making a great show; we aimed to spark national debate. When the programme influenced radio, news bulletins, or newspaper front pages, you knew you’d helped the country better understand what was happening and why. That sense of service through journalism is something I’ll always cherish.
What’s one decision that helped align your work with your values?
I’m a deeply values-driven person. I’ve chosen jobs because of my values and left roles because of them. I only reached the opportunities I did because people believed in me and gave me a chance.
From age 15, when ITN took me on for work experience, to every major step in my career, doors opened because someone saw potential. That’s why creating a level playing field matters so much to me. I try to make sure people – particularly those who might otherwise be overlooked – get chances to grow. I hire based on spark, attitude and potential, not just prior experience. Opportunity shouldn’t be reserved for those who already had it.
What’s the biggest thing you’ve done to improve social impact?
Social impact has run through every phase of my career, so choosing just one example is difficult. A few standouts:
- During the pandemic, shortly after I joined BT, I helped secure its role as a founding partner of the National Emergencies Trust, working behind the scenes to strengthen their ability to distribute grants quickly and effectively supporting work that ultimately reached 13 million people at a moment of national crisis.
- Earlier, while working on BBC Make it Digital, I helped turn an early prototype called “code bug” into the BBC micro:bit, building partnerships (including Microsoft, ARM, Samsung and others) that enabled every child in Year 7 (and equivalent) in UK schools to receive one. Today, it’s used in over 100 countries, helping millions of young people learn to code.
- At Buckingham Palace, I led the launch of a global micro-credentials platform, designed around “stage, not age”. Within two years it was live in more than 100 countries, supporting learners of all ages worldwide.
What milestones or proudest moments stand out in your career?
Alongside moments like walking through the gates of Buckingham Palace or visiting Downing Street, one of the most meaningful experiences was leading the BBC’s coverage of the Soham murder investigation.
I was embedded with Cambridge Constabulary for nine months. Through investigative journalism, it became clear that Social Services and police systems were not integrated – a gap that contributed to safeguarding failures. That work fed into the Bichard Inquiry, which led to the creation of CRB checks, now known as DBS checks.
My role was a tiny footnote in a huge national effort, but knowing it contributed, even in some small way, to protecting children’s lives is something I hold with deep pride.
What’s one project that taught you a big lesson about impact?
My work with Comic Relief reinforced the power of storytelling. Making films – including work in South Africa with James Nesbitt – showed me how human stories create understanding in a way statistics alone never can.
If people can see themselves in a story, they care. And when people care, they act. Without that connection, even the most important causes struggle to gain momentum.
What’s a piece of strategic advice you find yourself giving often?
Two pieces come up repeatedly:
- Follow your heart: You bring far more energy and commitment to work you genuinely care about.
- If it doesn’t open, it’s not your door: Not getting one opportunity doesn’t mean others won’t come. It simply means that particular path wasn’t meant for you.
Both pieces of advice help people find courage and hope.
What’s one learning from delivering work at scale?
You cannot do it alone. You must build a network of advocates who genuinely believe in your mission and can speak about it with authenticity. When users, partners or beneficiaries champion your work, it carries far more credibility than anything you can say yourself.
People buy from people. They support people. Human connection is your strongest asset.
Who or what inspires your approach to impact?
Maya Angelou and Nelson Mandela. Both embody three qualities I try to emulate in my work:
- Strength of spirit
- Grace under pressure
- Dignity in the hardest circumstances
Those qualities continue to shape how I think about leadership.
What brings you the most work joy?
Seeing the ripple effects of work years later – projects that continue to support people long after I’ve stepped away. And being able to connect experience across journalism, technology and leadership to make a meaningful contribution today. I also love feeling valued for the work I do. That’s a joy in itself.
What’s your favourite quote, and why?
“In 900 years of time and space, I’ve never met anyone who wasn’t important.” – The Eleventh Doctor (Matt Smith), Doctor Who, 2010.
Every person matters. Holding that belief carries responsibility – in how systems are designed, decisions are made and people are treated. It’s a beautiful way to navigate the world.
