The Mortgage Industry Mental Health Charter’s (MIMHC) third annual 144-mile Walk & Talk challenge finally came to an end on Friday 15th May as leaders Jason Berry and Charlie Morley crossed the finish line at HSBC’s Birmingham head office at 15:45.

Some 64 participants from across the mortgage sector, joining for different stages of the route, took part in the week long challenge that spanned the length of the Grand Union Canal.

The event was led by Jason Berry, group sales director at Crystal Specialist Finance and co-founder of the Mortgage Industry Mental Health Charter, who completed the full route alongside Charlie Morley, director of mortgage distribution, operations and servicing at Metro Bank.

Between them they averaged almost 24 miles per day throughout the week, completing a total of 309,817 steps during the challenge.

Over the last five weeks Mortgage Soup has been firing the questions at both sponsors and those taking part.

Today, Matt Martin (main picture, inset), head of national accounts at Virgin Money, is under the spotlight.

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

I took part because it’s a very practical way of showing support, rather than just talking about it.

Initiatives like this create time and space to step back and talk honestly with each other, and the impact of that has already been proven through the previous Walk and Talk events.

Doing just one day felt achievable but still meaningful.

For me, it’s about being present, listening, and supporting the wider conversation in a way that feels genuine and grounded.

Sometimes simply making the time to walk alongside people and talk openly can have more impact than more formal activity.

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

There’s a level of ongoing pressure that perhaps has become normalised.

Brokers are juggling increasingly large pipelines and constant change, often while running their own businesses and managing uncertainty around the market.

What makes it harder is that many people don’t feel able to step away or admit when things are becoming overwhelming – particularly in roles where being responsive and “always on” is seen as part of the job.

Over time, that combination of responsibility, pace and expectation can quietly take its toll if it’s not acknowledged.

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

A key focus is making wellbeing part of everyday leadership, rather than something that only gets attention when there’s a problem.

That means encouraging open and regular conversations, supporting flexibility where possible, and making sure people are aware of – and comfortable accessing – the help available to them.

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

I’d like to see a real shift towards more open, balanced conversations.

There’s also an opportunity for our industry to continue building on how it supports people through periods of change, sharing good practice and being consistent in approach.

The more this becomes part of normal working life, the more sustainable it will be.

MS: What does success from this initiative/event look like for you?

Success is fairly simple: people feeling more comfortable talking to one another and checking in – not just during the event itself, but afterwards as well.

If taking part helps reinforce that it’s okay to pause, talk, and look out for each other, then it’s doing something worthwhile.

It doesn’t need to be complicated – small shifts in behaviour and mindset can have a lasting impact.