Alastair Richards is chief executive of North West Cancer Research. The charity has funded research, public education and support across the North West of England and North Wales for more than seven decades. His career began in accountancy within the NHS. He then moved into charity finance, change management and senior leadership, and he brings that experience to his work at the charity.
From the NHS he takes a high standard of public accountability, which supports openness, transparency and trust. From change management he takes clear communication, which has kept supporters connected as the charity has sharpened its focus on the needs of the region.
As chief executive, he leads an organisation that invests in research carried out in the region’s universities and hospitals and runs awareness campaigns such as ‘I’m Here Today…’. The charity also works with businesses through Charity of the Year partnerships, sponsorship, philanthropy and ESG initiatives.
A career that began with accountancy in the NHS before moving into charity finance, change management and senior leadership can provide a broad perspective. How have these early experiences shaped the approach to leading North West Cancer Research?
“Working across multiple sectors has allowed me to get an understanding of what best practice looks like in each, which I’ve been able to apply to North West Cancer Research. Obviously, the NHS runs with very high levels of public accountability which when applied to a charity helps to provide openness, transparency, and trust.
“Change management is based on high levels of communication, as you need to take people on a journey with you. That’s been really important at North West Cancer Research, as we’ve needed to change to ensure that we are really focused on what will make a difference to the region. When you’re doing that it’s vital that you communicate well with your supporters to ensure that they understand where your focus is, and where it might be in the future so that they continue to feel connected to the charity.”
North West Cancer Research has worked across the North West of England and North Wales for more than seven decades. What makes a regionally focused charity especially well placed to understand and respond to the cancer challenges faced by local communities?
“Our impact stems from the fact that we’re not looking in from the outside. At North West Cancer Research, our staff, researchers, supporters and volunteers live and work here. These are our towns, our neighbours, and our families, so the cancer challenges facing the North West and North Wales aren’t abstract statistics to us.
“That closeness gives us an understanding that’s hard to replicate. Cancer here is shaped by local realities, some of the highest cancer rates in the UK, deep health inequalities, a legacy of industrial work, and rural and coastal areas where accessing diagnosis or treatment can be harder. You only really see those differences when you’re part of the community. Without a clear understanding of these issues, it’s impossible to identify the localised interventions that will deliver the greatest benefit for our region.”
Residents in the region are 25% more likely to be diagnosed with cancer than people elsewhere in the UK. How does this evidence inform the organisation’s priorities across prevention, early diagnosis, treatment and support?
“A comprehensive awareness of the region’s statistics, based on regular, in-depth analysis, shapes the research we fund. This enables us to prioritise projects that tackle the cancers most affecting our communities and the factors driving these above-average prevalence rates. In practice, this includes understanding risk, developing more accurate tests that can be deployed at an earlier stage, and finding kinder, more effective treatments. That work happens here, in our region’s universities and hospitals, so the benefits reach local patients first.
“The evidence also drives our awareness campaigns and outreach activities. Many cancers are more treatable when caught early, yet too many people here are diagnosed late. By helping people recognise the signs and symptoms, understand their personal risk, and feel confident about seeing their GP or attending screening, we can help change that.”
The charity’s work combines public education with investment in research. How do these two strands reinforce one another, and what progress would be most valuable to see over the next stage of the organisation’s strategy?
“Many of the cancers which people experience in our region are made more likely by lifestyle factors such as poor diet, reduced levels of exercise, and alcohol, among others. We need our public education work and our research to come together to really focus on the cancers we are seeing being diagnosed too late and to support people with recognising that the symptoms they have could potentially be cancer.
“Good data on what cancers are more common and where is going to be really important to help us get the right information to the people who need it the most. For this reason, we already undertake our own analysis into regional cancer rates to gain a more nuanced understanding of the issues at hand. This data then needs to be backed up with research driven diagnostic tests and better treatments that will help patients to be treated successfully.”
The ‘I’m Here Today…’ campaign used real stories to encourage people to recognise bowel cancer symptoms and return screening kits, at a time when around one third of kits are not returned. What has the organisation learned about communicating health information in a way that prompts positive action?
“The biggest lesson is that people respond to people, not instructions. Most of us have heard health messages many times over and being told what to do rarely changes anything. What cuts through is hearing from someone like you, in your own community, who has been there.
“That’s why real stories were at the heart of ‘I’m Here Today…’. Rather than preaching or judging, we let people speak for themselves about what they noticed, why they acted and what it meant for their families. That honesty makes the message relatable and hard to ignore.
“We’ve also learned the value of creativity. Health information can easily blend into the background, so we look for ways to make people stop and pay attention while keeping the message simple: know the symptoms, and if a screening kit arrives, do it.”
North West Cancer Research has worked with businesses, entrepreneurs and founders, including through the LCL bike ride and collaborations with Jacob & Co. What motivates organisations to become involved, and what outcomes can a well-structured partnership deliver?
“Cancer isn’t just a health issue; it is a business issue too. Almost every organisation will see its impact on colleagues and their families. Many businesses come to us because they’ve experienced that first-hand and want to make a difference.
“There’s also a shared sense of purpose. Businesses here depend on healthy, thriving communities, so investing in the future health of the North West and North Wales is an investment in their own future, especially knowing the funds support research on their doorstep.
“A well-structured partnership benefits both sides. For us, it means vital funding and new ways to reach people. For businesses, it drives employee engagement. Events like the LCL bike ride bring teams together around a shared challenge, while collaborations such as our work with Jacob & Co show what creativity and a common cause can achieve.”
Businesses can engage through Charity of the Year partnerships, the 25% Club, philanthropy, sponsorship and ESG initiatives. How should a company decide which form of support best matches its values, people and wider responsibilities?
“When it comes to a business considering charitable support, there’s no one-size-fits-all answer for what the best route is. In my experience, the best partnerships start with a conversation rather than a menu.
“A good starting point is for the business to consider what their priorities are. For example, if they want to engage colleagues then something like a Charity of the Year partnership will give teams a shared focus through fundraising, events, and volunteering. Other options could be sponsorship, which works well for aligning a brand with a cause, while philanthropy lets leaders and founders make a lasting personal impact through initiatives like the 25% Club. For companies with ESG commitments, partnering with us demonstrates genuine social value in the communities where they operate.
“Many partners combine several approaches. What matters most is that the support feels authentic to the business and its people and our role is to listen and shape a partnership that delivers real impact for everyone.”
Why is it important for business leaders to establish a relationship with a credible charity that understands the communities it serves, and what should organisations look for when choosing a long-term partner?
“A charity partnership is a reflection of a business’s values, so credibility matters. Partnering with an organisation that truly understands its communities means your support reaches the people who need it most, and that the impact is real, visible, and lasting.
“When choosing a long-term partner, we’d suggest looking for a few key things. First, a clear track record and transparency about where money goes and what it achieves. Second, a genuine connection to the communities you serve, so the impact feels close to home for your people. Third, shared values and ambition, because the strongest partnerships are built on a common purpose.
“Finally, look for a charity that sees you as a partner, not just a funder: one that listens, works with you to shape something meaningful and keeps you involved in the difference you’re making together.”
From sunscreen reminders on construction sites to training employees to recognise symptoms and support colleagues after a diagnosis, what practical health initiatives can businesses introduce within their workplaces?
“Small, practical steps in the workplace can make a real difference. For outdoor workers, simple sun safety measures like providing sunscreen, shade and protective clothing, as well as building reminders into daily toolbox talks, can help reduce the risk of skin cancer.
“Awareness is just as important. Short sessions on the signs and symptoms of common cancers can give people the confidence to act early, while encouraging colleagues to attend screening appointments and giving them time to do so.
“We work with businesses to help put these initiatives in place, because a workplace that talks openly about cancer is one where people feel able to seek help sooner.”
Good employment opportunities, strong local networks and investment in healthcare, life sciences and research all influence regional health. What role can business leaders play in improving the wider conditions that shape cancer outcomes across the North West?
“Business leaders have a bigger influence on health than they might realise, and they can play a real part in improving cancer outcomes across our region.
“It starts within their own organisations. Creating a workplace culture that prioritises wellbeing, where people feel able to talk openly about their health, attend screening and seek help early, can have a lasting impact on colleagues and their families.
“Leaders can also help boost the region’s growing strengths in healthcare, life sciences, and research. Supporting innovation, investing in local talent, and backing research on our doorstep helps ensure breakthroughs benefit the communities around them.
“Finally, business leaders have powerful networks and a strong voice. By working together, and alongside charities, they can champion health as a regional priority, reach communities that might otherwise be missed and help build a healthier, more prosperous North West for generations to come.”