Polly Martin, CEO of National Trails UK, reflects on the unexpected route that took her from art history to heritage policy and ultimately to leading a national charity, and what it takes to shape an organisation, a mission, and a team from scratch.
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How did you land your current role, and what was your career path leading up to it?
I landed my current role thanks in part to persistent googling! After around eight years in heritage policy I was ready for the next step. I first fell for National Trails in 2017, planning day long walks along the Thames Path from train station to train station after my first long-term relationship ended. I started looking for roles that matched my skill set and came across a newly registered charity, National Trails UK. A chat with the administrator, Jo, mentioned an upcoming policy role. But when I saw the CEO Job Description, it felt like a perfect fit. Two rounds of interviews later, I got the job!

I could never have imagined this path at university. I studied History of Art intending to be an auctioneer, but left the commercial art world after 10 months at Christies Auction House. A curiosity about politics led me to a role in the Lib Dem Lords’ Whips’ Office, which in turn started my work in heritage policy. Since then, I’ve worked in several membership organisations, usually in small teams, which taught me the various roles and functions needed to run a not for profit. A few years working in the Civil Service were invaluable too, helping me understand advocacy from the other side. This variety of experience gave me the confidence to apply for the CEO role. I had a vision for National Trails UK and how we could get there and the chance to shape an organisation from the ground up was irresistible.

What is the most interesting part of your job?
The most interesting part of my job is also the most challenging: developing an impactful organisation from the ground up. While the Board had registered the Charity and established governance, the last few years have involved testing, trialling and iterating with my small team to build a membership organisation that responds members’’ needs and makes the National Trails more inclusive. I have learnt so much from the process; it has been my biggest professional development so far. Developing a financially independent charity at a time when grants and traditional fundraising are becoming increasingly competitive, has required a far more start-up mindset than I had anticipated, and I have loved it.

Looking at how far we have come in the last three years, I’m incredibly proud of everyone who has helped us along the way.

What would be your alternative career?
I’m not sure, probably either a jewellery designer or running a bookshop? I made and sold jewellery as a teenager and seriously considered art college to study jewellery design. I have done a few metalworking workshops, and loved it, so I still might pick that up. As for bookshops, I worked in them during my gap year and at university. While it was hard work, I loved recommending books and running author events.

What inspired you to work in the charity sector?
I love working in membership organisations, and I love making the world a better place. It just so happens that those roles tend to be in charities!

What challenges do you face in your day-to-day work?
Capacity: I have become much better at prioritising and managing my time, but I still tend to underestimate how long tasks will take. I can also get enthusiastic about new projects and often rely on our strategy to rein myself in.

Feeling overwhelmed: creating something new whilst also in a new role can make everything feel as though it is happening all at once. This has eased over time, but it still happens occasionally.

Funding: it is extremely tough right now for all charities. We have had great support from Department for Farming and Rural Affairs (Defra), and other funders, but funding is always in the back of my mind.

What would make the biggest positive difference to the sector right now?
A major positive change would be a funding landscape that allows environmental charities like NUTK, to offer competitive salaries. Too often, charities rely on employees’ passion to ‘top up’ low pay, whether due to limited funding or a desire to maximise support for beneficiaries. This can lead to burnout, and restrict diversity in the sector, as only those privileged few with external financial support can afford to accept lower salaries. If charities properly valued staff and funders supported this with increased core funding to cover salaries, we would widen the talent pool, improve retention and create more stable, sustainable organisations. Fair pay would not only benefit employees but ultimately strengthen the sector and the communities we serve.

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