The Mortgage Industry Mental Health Charter (MIMHC) is hosting its third annual 144-mile Walk & Talk challenge from 10-15 May.

There are 72 participants from across the mortgage sector taking part in the six-day initiative will follow the Grand Union Canal, with individuals joining for different stages of the route.

The event is led by Jason Berry, group sales director at Crystal Specialist Finance and co-founder of the Mortgage Industry Mental Health Charter, who will complete the full route alongside Charlie Morley (main picture, inset), director of mortgage distribution, operations and servicing at Metro Bank.

Over the remaining days Mortgage Soup will be firing the questions at both sponsors and those taking part.

Today Charlie Morley is in the spotlight.

MS: What made you want to support and be part of the Walk and Talk initiative/event?

Firstly I am an exercise nut and like to have a physical challenge on the horizon and after completing one of the legs last year – I put myself forward for the entire challenge this year!

I wanted to be a central part of the 145‑mile Walk and Talk initiative because mental health is a very real and pressing issue within all walks of life, yet it’s not always spoken about openly.

Our industry is fast‑paced and often high‑pressure, which can take a significant toll on people’s wellbeing over time.

I’ve seen first‑hand how stress, burnout and anxiety can affect talented professionals, and I strongly believe we have a responsibility to create a more supportive and understanding industry.

The Walk and Talk initiative stood out to me because it does more than just raise funds – it actively encourages open conversations, connection and visibility around mental health.

Taking part felt like a meaningful way to show solidarity with colleagues across the industry, to champion the work of the Mortgage Industry Mental Health Charter, and to help normalise talking about mental health without stigma.

Committing to such a challenging distance also reflected the effort and perseverance needed to drive real cultural change, and I am very proud to be part of something that promotes awareness, compassion and long‑term positive impact for everyone working in our wonderful industry.

MS: From your perspective, what are the biggest challenges brokers/clients are facing right now with their mental health and wellbeing?

Uncertainty is the biggest strain for both brokers and their clients right now. Rapid rate changes, affordability pressures and cost‑of‑living concerns are creating persistent anxiety, with clients feeling fearful about making long‑term decisions and brokers carrying the emotional weight of those worries.

Combined with heavier workloads, regulatory pressure and an always‑on market, it’s leaving many people mentally exhausted, stressed and struggling to switch off.

MS: What is your organisation doing to better support your staff and the wider market?

Metro Bank is committed to supporting colleagues’ mental health and wellbeing by fostering a supportive, inclusive and psychologically safe workplace.

Strong relationships between colleagues and managers sit at the heart of the bank’s culture, enabling open conversations, shared responsibility and great outcomes for customers and communities.

The bank takes a proactive approach to wellbeing, encouraging openness, early support and access to resources through its internal wellbeing hub, Mplace, alongside benefits designed to support mental health, flexibility and work life balance. Inclusion is central to this approach, with the Mbody colleague network helping to raise awareness, reduce stigma and promote open dialogue.

Together, these initiatives reflect Metro Bank’s ongoing commitment to helping colleagues feel supported and thrive at work.

MS: How will activities like this help the industry move forward?

Initiatives like the 145‑mile walk and talk create space for real, human conversations in an industry that’s often focused on numbers and deadlines.

They help normalise talking about mental health, remind people they’re not alone, and encourage brokers and businesses alike to prioritise wellbeing alongside performance.

That openness is what helps the industry move forward in a healthier, more sustainable way.

MS: What’s one practical insight or piece of advice you would offer brokers or people working on the mortgage sector right now?

One simple but powerful step is to build in regular check‑ins with yourself and your team.

The market is intense, and it’s easy to normalise constant pressure, but pausing to acknowledge when things feel overwhelming – and asking for support early – can make a real difference to both wellbeing and long‑term performance.

MS: Looking ahead, what trends or changes would you like to see in the next 12–24 months?

Over the next 12 to 24 months, I’d like to see a stronger focus on sustainability in the industry – not just financially, but emotionally.

That means more realistic expectations on brokers, better use of technology to reduce admin pressure, and a culture where wellbeing is built into how firms operate rather than treated as an afterthought.

A more supportive, people‑first industry will ultimately deliver better outcomes for clients too.

MS: Finally, what does success from this initiative/event look like for you?

Success, for me, is getting over the finishing line in one piece, feet intact and blisters to a minimum, but also knowing this walk has sparked ongoing conversations long after the miles are done and my feet have healed.

If even a few people feel more comfortable talking about how they’re really doing, seeking support, or checking in on a colleague, then it’s made a meaningful difference for the industry.