All Roads Lead to Humans
Jennifer Berry, formerly CEO of Digitas UK and now VP Head of LEGO Agency at The LEGO Group, has spent over two decades building digital organisations that put people at the centre, their talent, their clients, and the communities they serve. Her north star is simple: all roads lead to humans.
“I met nearly all 400 people one-on-one to understand what was working. You find out who you have and what you can become.”
Jennifer Berry is VP, Head of LEGO Agency, Commerce and Digital at The LEGO Group in Copenhagen, leading the internal agency driving commerce and digital for one of the world’s most loved brands. Formerly CEO of Digitas UK, she is an Australian-born leader who has built her career across Sydney, New York, and London, spending over a decade at Razorfish before stepping up to lead Digitas UK as CEO in January 2023.
Jennifer began her career at KPMG in London before moving to Australia and building her digital expertise client-side and then agency-side, first at Amnesia Razorfish in Sydney and then at Razorfish in New York. Over eleven years at Razorfish she rose to EVP Northeast Region Lead, overseeing the New York, Boston, and Toronto offices and working with clients including Unilever, UN Women HeForShe, Dove, Estée Lauder, and Citibank.
At Digitas UK she led a team of 450 people across strategy, media, data, creative, and technology, launching the Future Ready Board, twelve people across the agency who bring ideas directly to exec, and building partnerships with Multiverse, Generation, and Next Tech Girls to widen access to careers in tech. Work highlights under her leadership include a 20-year Formula One digital partnership, the EE brand relaunch, and H&M’s digital shelf programme that enabled trend prediction for the brand’s strategy team. She joined The LEGO Group in July 2025.
“I believe if I can world-change, game-change every day, that’s where I want to be.”
“All roads lead to humans. How do we keep talent and clients at the centre of everything?”
The simplest and most durable lens Jennifer applies to every decision is whether it puts people first. Whether she is rebuilding an agency model, designing an entry-level talent programme, or evaluating a client brief, the question is always: does this centre the human? The Future Ready Board, 12 nominated team members who bring ideas directly to executive leadership, is one example of that principle turned into structure. Next Tech Girls workshops that inform real client briefs is another.
“A great idea can come from anywhere. Some of my younger team members know more than me about the latest technologies.”
One of the things Jennifer did when she became CEO was speak one-on-one with nearly all 450 people in the agency. The point was not to demonstrate accessibility but to genuinely learn. The best ideas, the sharpest product feedback, the clearest picture of what clients needed, these came from all levels and functions. Building structures that allow those ideas to travel to where decisions are made is a leadership priority, not a culture initiative.
“We talk about both commercial and cultural impact. We start at the end upfront and co-create what success looks like.”
Jennifer’s case is that commercial impact and cultural impact are not in tension, they are complementary outputs of the same work. A campaign that grows revenue but does not connect with its audience culturally will not sustain growth. A culturally resonant campaign that cannot be connected to commercial outcomes is hard to defend. The discipline is to define both upfront, together with the client, before any work begins.
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