International Pharmaceutical Industry journal speaks with Ensera’s CEO Jason Anderson at CPHI Frankfurt on the company’s rebrand, strategic evolution, and its role in accelerating innovation across the healthcare sector.
Ensera’s rebrand marks a significant strategic evolution from its origins as SteriPack, a company once focused on sterile packaging, to a fully integrated medical device contract manufacturing organisation with a strong emphasis on drug delivery and pharmaceutical services. Bringing together its design consultancies, Kinneir Dufort in the UK and HS Design in the US, under the Ensera name, the company now operates as a single, unified brand offering enhanced, services across both the device design and manufacturing value chains. Positioned as a fast, flexible, and service-oriented partner, Ensera is driving innovation through the integration of design and manufacturing expertise, engaging production teams early in the development process to optimise manufacturability, scalability, and cost efficiency. With a global footprint spanning the US, Europe, and Southeast Asia, Ensera is addressing key industry challenges such as speed to market and supply chain localisation while collaborating with healthcare innovators on advanced therapies and specialised medical devices, including rare disease and RNA interference treatments.
Does this rebrand signal a strategic shift in your capabilities and market focus?
It does, and it reflects a transformation that has been underway for several years. If you look back, SteriPack began as a very different business, producing sterile packaging as a product. That business was divested some years ago, and since then, we have been growing as a medical device contract manufacturing company with an increasing focus on drug delivery devices. More recently, we have established a pharma services division, where we manage secondary packing, combination device final assembly, and secondary packing for pharmaceuticals, moving further into the pharmaceutical value chain.
As we have evolved, it became clear that a new name was needed to represent who we are today and where we are heading. We have also added product design consultancies to the group, previously operating as Kinneir Dufort in the UK and HS Design in the US. These are now fully integrated under the Ensera name, operating as Ensera Design. The rebrand unites the group under a single identity that reflects our broader offering and strategic direction.
What is the vision behind this evolution, and what new opportunities does it create for healthcare innovators?
We are quite unique in that we operate across both the device and pharma value chains. Our position is that of a fast, flexible, and highly service-oriented contract manufacturing organisation, which is where the name Ensera comes from – the idea of enhanced services. Having expertise on both sides gives us a distinctive perspective on how we can help drug delivery and pharma companies bring their products to market as quickly and efficiently as possible.
While we work with a broad range of companies, our sweet spot lies with products that are moving rapidly to market, whether they are new launches, growth products, or those requiring adaptable supply chain solutions. These situations demand speed, flexibility, and a service-driven mindset, which are the foundations of how we operate and where we consistently deliver value.
Ensera now bridges drug delivery and medical device manufacturing with scalable contract production. How does this end-to-end approach help accelerate time to market for complex drug-device products?
We are genuinely excited about the integration of design and manufacturing, particularly in drug delivery. Our approach is to engage manufacturing teams as early as possible in the design process. That means considering cost, ease of manufacturing, and scalability from the outset. This early collaboration leads to smarter design decisions that result in more robust, efficient, and cost-effective production in the long term.
Our expertise in combination device final assembly allows us to look beyond the device itself. We also consider primary containment and how it interacts with the drug delivery system. By thinking ahead about these interdependencies, we help clients make design choices that streamline scaling and reduce potential complications during commercialisation.
How do you get ahead in this process?
It comes down to collaboration and cross-functionality. We intentionally create early interactions between teams that might traditionally only happen later in development. Even when a concept is still at the napkin-sketch stage, we bring together design, engineering, and manufacturing teams to discuss potential implications for production.
For design teams focused on rapid prototyping, this can initially feel like a slower process, but it pays significant dividends later. By addressing manufacturability early, we build in scalability, efficiency, and reliability, ultimately accelerating time to market once the design is ready for production.
What are some of the biggest challenges you are solving for customers?
Many of the challenges we help solve relate to accelerating the route to market. On the pharmaceutical side, companies are working to bring biosimilars and rare disease therapies to patients as quickly as possible. These therapies often address areas of high unmet need, so speed to market is critical.
We are also helping clients navigate the shifting landscape of globalisation. With increasing de-globalisation, changing tariff regimes, and supply chain constraints, companies are seeking more localised and resilient supply chains. Our manufacturing footprint across the United States, Europe, and Malaysia positions us well to support that. We are present in Asia but outside China, giving us strong geographical balance and flexibility.
How does this global scale enable you to meet clients’ needs more effectively?
Clients are increasingly adapting their supply chains for localisation, and our global presence allows us to support them effectively in that transition. For many of our pharmaceutical partners, we represent the final step in their production chain. If their end market is in the US or Europe, we can manage that final stage of manufacture or packaging locally, while also helping to identify opportunities to localise earlier steps.
We are often a natural starting point for localisation, especially when companies are looking to move away from importing finished products. Our footprint enables us to offer flexible, regionally aligned solutions that improve both supply chain resilience and market responsiveness.
What areas of innovation are you most energised by, and how is Ensera positioning itself to support the next generation of products and partnerships?
What really energises us is working with innovators across the healthcare spectrum. We collaborate with a wide range of medical device and pharmaceutical companies, often in complex, highly flexible, high-mix environments. This naturally positions us to support specialised medical devices and emerging therapies that require custom solutions.
There is extraordinary work happening globally to serve patient populations that were previously underserved. We do not invent these therapies ourselves, but we are proud to play a key role in helping innovators bring them to life and realise their commercial potential. Much of our work is under NDA, but it includes rare disease therapies, RNA interference therapies, and a variety of advanced medical devices.
A lot of this innovation is also focused on minimally invasive surgical instruments that improve precision and reduce recovery times compared to traditional procedures. Being part of that ecosystem and helping these transformative products reach patients is incredibly rewarding and captures the spirit of what Ensera stands for.
For more information – https://www.ensera.com/
