Delivering the future today: Healix Health launches its Cancer Care Performance Pathway

Earlier onset cancers, longer survival rates and advances in treatment mean more employees are living and working with cancer than ever before. Yet many traditional healthcare models remain focused on funding treatment alone, leaving significant gaps in prevention, support, rehabilitation and return to work. 

At a recent launch event, Healix Health brought together industry experts, employer representatives and healthcare leaders to explore how a more connected approach to cancer care can improve outcomes for individuals while helping organisations better support their people. 

Hosted by Holly Reoch, Client Experience and Marketing Director at Healix Health, the panel featured Sarah Taylor, Director of Corporate Healthcare Proposition at Healix Health, Matt Hickey, Founder and CEO of the Health Value Alliance, Barbara Wilson, Founder and CEO of Working with Cancer, and Kelly McCabe, Co-Founder and CEO of Perci Health.

A new approach to cancer care

Opening the discussion, Sarah Taylor outlined the thinking behind Healix Health's newly launched Cancer Care Performance Pathway. 

Historically, cancer services have focused on funding treatment once a diagnosis has been made. While treatment remains critical, the panel agreed that better outcomes require support across the entire cancer experience, from prevention and early detection through to treatment, recovery and life beyond active care.  

The power of early action

One of the strongest themes throughout the discussion was the importance of prevention and early intervention. 

Drawing on insights from Perci Health, Kelly McCabe highlighted that more than 40% of cancers are considered preventable through lifestyle changes and that many opportunities exist to support individuals before diagnosis.  

The panel discussed how targeted health risk assessments can help identify individual risk factors, encourage participation in screening programmes and provide employers with meaningful population health insights. Rather than relying on individuals to seek support, the pathway proactively engages people and helps guide them towards appropriate next steps. 

For employers, this creates an opportunity to move beyond generic wellbeing initiatives and deliver more targeted interventions aligned to the specific needs of their workforce.

The importance of supportive care

While significant progress has been made in cancer treatment, the panel agreed that many people experience fragmented support throughout their cancer journey. 

Individuals often find themselves navigating multiple healthcare providers, treatment locations and support services while simultaneously managing the emotional, practical and financial impact of a diagnosis.  

A key feature of the Cancer Care Performance Pathway is dedicated care navigation, providing access to specialist support from the earliest stages of concern through treatment and recovery. This personalised approach helps individuals understand their options, access the right services and receive support tailored to their clinical, emotional and practical needs. 

As several panellists noted, two people can receive the same treatment yet have very experiences and side effects, often long after treatment has ended.  

The ambition is simple: deliver coordinated support that addresses the needs of the whole person, not just the disease.  

Helping people stay connected to work

Work remains an important part of life for many people affected by cancer. 

A central focus of the discussion was the relationship between cancer, employment and workforce wellbeing. The panel explored how the right support can help people remain in work where appropriate, or return successfully following treatment.  

Drawing on research and lived experience, Barbara Wilson highlighted the critical role managers play in successful workplace outcomes. Flexible support, informed conversations and appropriate workplace adjustments can have a significant impact on confidence, wellbeing and retention.  

At the same time, employers face genuine challenges when supporting employees through cancer, including managing absence, workload distribution, legal obligations and team wellbeing. The panel stressed that managers need access to the right guidance, training and specialist support if they are to effectively support their people.  

The pathway has therefore been designed to bring return-to-work conversations forward, integrating vocational rehabilitation and workplace support much earlier in the cancer journey.  

Measuring what matters

The final section of the event focused on measurement and accountability. 

The panel explored how organisations can move beyond reporting activity and instead use data to drive meaningful improvements in outcomes, experience and cost management.  

Discussion covered the importance of understanding workforce health risks, screening participation, cancer incidence and employee experiences throughout treatment and recovery. Better data enables organisations to identify trends, target interventions and make more informed decisions about future health strategies.  

For employers, the opportunity lies not simply in collecting more information, but in turning that information into actionable insight that can improve outcomes for employees while supporting the long-term sustainability of healthcare investment.  

Looking ahead

As the event concluded, the panel returned to a common theme: improving cancer outcomes requires a broader perspective than treatment alone. 

Whether through earlier intervention, personalised navigation, workplace support or intelligent use of data, the opportunity exists to improve both the employee experience and organisational outcomes. 

Reflecting on the new pathway, Sarah Taylor emphasised the importance of a whole-person approach that supports individuals regardless of where treatment is delivered. Barbara Wilson called for informed, capable and person-centred support from employers. Kelly McCabe highlighted the significant opportunities that already exist to improve outcomes, while Matt Hickey stressed the importance of putting the right support structures in place before they are needed.