Prior to Chartwell, a graduate in Aeronautical Engineering, he started his career as an engineer in the Nuclear Power industry. Andy led the turnaround as owner and CEO of a defence and aerospace manufacturing business. Andy leads many of Chartwell’s speciality chemical client projects and during the COVID-19 pandemic led the operations team that delivered a 100 fold increase in production of PCR medical diagnostic assays and equipment.
Andy Redfern
Partner
With over 28 years’ experience as a consultant to top multinational businesses, I have led many hundreds of successful projects delivering results in manufacturing and operations. I lead many of Chartwell’s speciality chemical client projects and specialize in highly technical and complex processes.
“For me, one of the things I enjoy most about a project is the first few days with a new client. The intensity of study and understanding hidden potential is exhilarating for me and always enlightening for the client.”
University of Cambridge, Aeronautical Engineering
Prior to Chartwell, a graduate in Aeronautical Engineering, I started my career as an engineer in the Nuclear Power industry. I led the turnaround as owner and CEO of a defence and aerospace manufacturing business. While many of the projects I lead at Chartwell are with specialty chemical clients, during the COVID-19 pandemic I led the operations team that delivered a 100-fold increase in production of PCR medical diagnostic assays and equipment.
Overall, my career has been dedicated to helping improve the performance and profitability of vital manufacturing, engineering and support services businesses. I have worked both as a consultant and through direct operational leadership. The common theme has always been to drive a step change in performance with lasting sustainable results.
The work our team contributed during the COVID-19 pandemic is my greatest achievement so far. Helping to increase output of critical PCR testing kits to meet the ever-increasing global demand was not only professionally fulfilling, but also personally. We know the impact of our work is far greater than a single site or organization, but never was this point as true as when it came to this project.
I am firstly an engineer and when I’m not working on client projects I can be found tinkering in my workshop and enjoying my classic car collection.
He loves working in high-urgency-high-value situations, where a large improvement is needed in a short time.
For me, the best part of the job is helping client teams to deliver great results that they never thought would be possible, getting people excited about making the graph go up, and shifting their mindset to believe that further improvement is always possible.
Cornell University, Bachelors in Mechanical Engineering, with a side of Astronomy.
My entire career has been focused on helping clients continually improve, regardless of organization size or industry. I fundamentally believe that improving productivity is the key ingredient that fuels innovation and improves the quality of life for everyone.
As a Partner at Chartwell, my mission is to help create new partners that will fuel our company’s growth and continue to help our clients make long-lasting improvements long into the future. I’m also continuously seeking to improve our core methodologies, to help our project teams and clients to unlock great results even faster.
At the start of the COVID-19 pandemic, we made the decision to re-deploy all of Chartwell’s resources into pandemic fighting industries. This required us to seek out an entirely new set of clients and adapt our methodologies to these sectors. Chartwell went on to help to increase the output of COVID-19 testing kits, healthcare supplements, the COVID-19 vaccine and other sterile injectable drugs, the major COVID-19 therapeutics, complex API and biologics production, and drug substance packaging.
The results were astonishing – the teams were able to get at least +20-50% more output everywhere we ran projects, and in many cases were able to get 2x or 3x capacity increases. This work led us to add pharma/API as a cornerstone of Chartwell’s core purpose: to help increase the global supply of lifesaving and life extending drugs.
Fast forward to today, and our research team is constantly looking for drug shortages and pharma capacity shortages, so that we can reach out and offer to help.
There is always much more opportunity to improve than what people think. When site teams are asking for help and keen to improve, this is when we will find the 20-50% opportunity. And when the site teams resist help from outsiders or believe everything is already optimized, this is when we will find the opportunity to improve 2x or 3x or more.
I enjoy spending time with family, traveling, reading, training Brazilian Jiu-Jitsu, and lifting heavy things.
Jonathan Willis
Partner
With over 50 improvement projects in the UK, Europe and the USA, I have vast industry experience in pharmaceuticals, chemicals and industrial products. I help manufacturers develop processes and roll-out improvements across their sites around the world.
I believe that everyone wants to do a good job, and that many people can feel frustrated by existing systems and processes. I love challenging and changing these systems to help people do the right thing more easily, and to build their capacity to identify and execute future changes for themselves.
University of Cambridge, Master of Engineering in Civil, Structural and Environmental Engineering.
Before I began my Engineering studies, the world of construction captivated me. Delivering complex and ambitious solutions to challenges requires an astounding level of precision in planning and execution. The need for these skills first struck me when visiting the Millau Viaduct in France in the early 2000s – aligning a 342m bridge deck with a pylon 270m in the air to within millimetres is quite something! This, along with my ability to lead others through complex and complicated systems, has helped me be successful throughout my career.
I take great satisfaction knowing that the work we do with our clients has a positive, and often far-reaching impact on the communities they serve. Working with Pharmaceutical companies, both during the Covid Pandemic and in more normal times, is a great example of how our work can bring a real change in the world – our improvements translate into more life-saving drugs being available to patients around the world.
On a personal note, I am excited to see how we can engage with organisations to help combat climate change. Improving how we use our energy in manufacturing is vital for moving to a more sustainable future, and to ensure that my daughter’s generation has better opportunities and prospects than we do.
My greatest achievements to date at Chartwell are found in the large body of work that we have done at multiple sites for a large pharmaceutical manufacturer. In just one of these projects, we helped increase their output of a critical drug by over 200%, meaning they were able to give 45,000 patients an extra 23 years of life.
Having worked and led over 50 improvement projects, there are two key things that massively increase the probability of successfully delivering change:
One perk of my job is the opportunity to travel to all sorts of places, especially ones that aren’t on the normal tourist routes. This gives me a great opportunity to meet people from different backgrounds and to explore local cultures and foods.
Outside of work, I like to extend this exploration into the early hours of the morning. Seeing a place at sunrise gives an opportunity to experience places in a whole new way. It is quite something to be stood on the Brooklyn Bridge in complete isolation, or to see the nights purple hue recede and reveal the vistas of a National Park.
Since joining Chartwell in 2017, he has had the opportunity to work in a wide range of industries, resolving multiple companies biggest operational challenges and delivering transformational results which have a tangible impact on business performance.
Andrew Smith
Associate Partner
I enjoy working on teams largest challenges and achieving results of magnitudes which previously were thought to be unattainable.
Masters in Biochemical Engineering, University of Bath 2014
Since I began my engineering studies, I knew I wanted to use my technical acumen to solve companies’ largest problems. Having a solid grounding in operations management from my prior job within industry, I transitioned into consulting to ensure that not only was I working on the largest problems, but also by extension, working on the things that would have the greatest impact both on companies and their end consumers.
After running dozens of transformational improvement projects across multiple different industries, I take the most satisfaction from knowing that the work we do with our clients has a profound impact on their business and the lives of the customers they serve.
Interesting pieces of analysis of facts and data that your organization has is just that … interesting. What really matters is actionable insight. How do we go about improvement? What’s the masterplan and timeline? How much improvement are we going to get and by when? How do we convert operations improvement to real financial value? All of these questions I answer by taking complex concepts and concisely portraying them in an understandable manner without over-simplifying and missing key details. This makes the right course of action as clear as possible to all stakeholders.
Leading teams of consultants to rapidly increase the capacity of processes producing life-saving drugs during the Covid-19 pandemic. This included increasing the capacity of vaccine production by 110 million doses per year in a 5-month period.
Having done both, I can say running a factory and improving a factory are two different things. Input from the folks running the process is essential to driving improvement, but relying on them to be the sole drivers of improvement is unlikely to yield a step-change in performance in the short-term.
Although I peaked during college, I still play squash to keep myself active. I also enjoy exploring the USA as the new country which I now call home.
Max Winchester
Principal and Head of Digital
I am continually impressed and motivated by the positive impact that our team has on the world, both by reducing waste in various forms – materials, energy, and time – and from the effect these projects have on the mindset of the client teams we get to work with.
University of Cambridge, Geological Sciences & Management
After growing up on the south coast of England, my curiosity for ‘how things work’ was thoroughly entertained during a Natural Sciences degree in Cambridge, where I eventually specialized in Geological Sciences. Hiking up a rugged clifftop in Scotland to peer over at the exposed rock face opposite, before beginning to untangle the series of processes that must have combined to generate that exact sequence and structure, allowed me to combine my loves of science, nature, and physical processes.
Seeking a career that would continue this technical problem solving, offer an ever-changing set of challenges, and provide opportunities to travel the world, I started at Chartwell soon after graduation, after a brief stint as a ski instructor in New Zealand.
In my early career, I was quick to jump on opportunities to lead projects overseas, including Chartwell’s first ever projects in China and Singapore, as well as some of our early ventures in the US. That appetite for adventure continues as I have recently moved to New York where I live with my wife in Brooklyn.
Taking on a critical role during the Covid pandemic is something I will always remember vividly and fondly. As a team, we built a supply chain from the ground up in a matter of weeks to manufacture and deliver PCR test kits to hospitals around the world. No stone was left unturned in the effort and deep bonds were formed between those of us involved.
The greatest moment in any project is that point at which the improvement team gets their first major breakthrough. Not only is it a cause for celebration, but it also opens the group’s eyes to what might ultimately be possible. Suddenly everyone’s ambition shifts and this can act like rocket fuel.
My advice is therefore to not let ambition stand in the way of results; we are all capable of more than we initially thought possible.
I’m an avid sportsman, using weekends and vacations to challenge myself on the slopes, the trails, or the bike – and the distances seem to keep getting longer! Otherwise, I enjoy playing social cricket, football, and golf for the camaraderie (particularly useful when moving to a new city).
Aside from sports, I love to travel and experience new places and cultures. India, Japan, and, most recently, Brazil have been particular highlights over the years.
Rob Crawford
Associate Partner
If my successes and failures throughout my career so far have taught me anything, it is the criticality of not overlooking the people-centric part of manufacturing. The technical aspects of identifying changes to implement are usually pretty straightforward compared to the challenge of actually getting people to do things differently, day-in and day-out.
Driving those behavioural and cultural changes is a great challenge – refining my approach to this central problem has been my greatest learning over the past 8 years, and still continues every day.
My favourite thing about working at Chartwell is continuously learning. Whatever grade you are at or project you are staffed on, there are always opportunities to learn and great people to learn from – internally and on the client side.
A close second would be the satisfaction of making real, measurable change happen.
Bachelor’s Degree in Natural Sciences and Master’s Degree in Materials Science from Cambridge University, UK
I spent my childhood moving between different countries every 2-3 years. Perhaps this is where my love of seeing new places and meeting new people comes from.
At university, I quickly moved away from my original plan to study Physics and towards the more tangible and directly-applicable study of Materials Science. The opportunity to use my science degree to solve interesting, urgent, important problems in a manufacturing setting and to get paid to travel the world and meet interesting people was too good to pass up, and I was delighted to join Chartwell after finishing my Master’s degree in 2015.
Being one of Chartwell’s first 10 employees, I have been able to help grow and shape the business in a wide range of areas – from recruitment to training and new product development. I was also one of three Chartwell team members to set up our US office in Boston in 2017, where I have now returned to live.
During my time at Chartwell, I’ve had the opportunity to work across a wide range of industries and meet wonderful people around the world – expert Cheese makers in Wisconsin, textile weavers in Georgia, Foam makers in Poland, Super Yacht painters in Mallorca and Barcelona, and many experts in biomedical sciences in Pharmaceutical plants across Europe and the US. Being able to build relationships with interesting people from every level of our clients’ organizations has been a great source of joy for me.
The one FIVE most important insights I try to pass along to clients, colleagues, and anyone else who will listen:
My greatest achievement at Chartwell was undoubtedly the work I did to help establish our US office. The ongoing impact from our work to hire, train and support that original group of excellent team members is far greater than anything I could hope to achieve individually – and I’m very proud of the impact of my individual work.
Outside of work I’m a keen football player, scuba diver, nature photographer, traveller, beer brewer, hiker, reader, and cook. Any time I can be outdoors, underwater or eating something extraordinary is time well spent for me.
Jenny Overton
Associate Partner and People Development Leader
In my experience, the core to any successful business is performance visibility and ownership, data-driven prioritization and a positive improvement mindset.
The Chartwell methodology enables us to identify the full improvement potential and prioritize that to deliver step change operational results. These structures have allowed us to make significant improvements across a breadth of processes and industries. I work with client leaders to embed these skillsets into their organization through training and coaching of their teams. I particularly focus on the cultural change required within a company as in my experience, creating a positive improvement attitude unlocks vast potential in any organization. I also ensure that systems are installed which give immediate and accurate data to allow all tiers of the organization to make the correct decisions to impact performance, from shopfloor operators, through all supporting departments to the C-suite.
I love helping people unblock constraints and realizing both themselves and their processes are capable of much more than they previously believed. The balance of geeking out over how a process works while still understanding that the fundamental driver in any business is its people is fascinating. Working with leadership teams to improve these essentials is always an exciting challenge.
MEng Chemical Engineering from University of Cambridge, Clare College
Ever since I was a child, I was fascinated by how the world worked and to find a job where my most common question is ‘why’ has fitted me very well! As one of Chartwell’s first employees, I have had the privilege of being on a huge range of projects from small firms to global multi-billion turnover companies, from making bins to superyachts and from being a solo consultant solving a tricky technical problem to leading a large Chartwell team to deliver transformational results across multiple factories. I have also helped the company grow and develop our internal systems and client offerings, trying to ensure that we practice what we preach and continually improve.
I developed my love for leadership through Girlguiding UK, which also allowed me to practice my crafting skills, enjoy the outdoors and fulfill my love of adventure, including leading a camp in Eastern Siberia. I continue to travel both on and off the beaten path, usually with a ball of wool in my rucksack for my latest amigurumi project.
One of my favorite projects was an air filtration factory in UK. It was my first project leading the team independently and we transformed the entire business. With efficiency improvements, QC failure reduction, SOP and planning improvements, installation of and end-to-end live unit tracking system, introduction of performance bonus for the shopfloor, technical problem solving, cycle time reduction to improve the process for the operators and an entire shopfloor redesign to improve process flow – we touched almost every area of this company in just a few months.
This showed me just how powerful a team can be with the right direction and attitude and I was immensely proud of our work there. What really makes it special for me is that many years later, they have continued to improve and grow and take the company to even greater success.
For the greatest success you need to:
Travel, travel and more travel. I love experiencing new places and meeting new people and I’ve spent my life trying to reach remote places of the world, often in search of unique wildlife encounters or breathtaking scenery. Closer to home, I can spend hours lost in a movie, doing some amigurumi (crochet) or building my latest Lego.
Dienstleistungen
Industrie
Textiles
Stop inventory levels from rising further and drive a minimum 10% inventory reduction by value.
Rebuild the client's S&OP process to prevent uncontrolled inventory increases from happening again in the future.
$20 million inventory reduction achieved in six months
26% reduction in finished goods inventory
$4.9 million off-quality inventory identified for sale
Wichtige Statistiken
$20M
Inventory reduction achieved in six months
26%
Reduction in finished goods inventory
$4.9M
Reduction in technical downtime loss
A global industrial textiles manufacturer had reached a five-year inventory high, with more than $100 million tied up in U.S. inventory. While inventory continued to increase, visibility into the drivers behind that growth was limited.
Forecasting, sales, purchasing, and operational data existed across multiple business systems, while much of the S&OP process relied on decentralized spreadsheets developed over time by different teams. As inventory levels grew, understanding where inventory was accumulating, which products were most at risk, and what actions would have the greatest impact became increasingly difficult.
The business looked to Chartwell Digital to establish two objectives: reduce inventory by at least 10% and rebuild the planning and decision-making processes needed to sustain lower inventory levels over the long term.
Working alongside the client team, Chartwell Digital first examined how inventory decisions were being made across the organization.
An Opportunity Scan revealed that the business already had access to significant volumes of operational, inventory, forecasting, and sales data through its existing data warehouse. The challenge was not data availability, but making that information accessible, actionable, and relevant to the people responsible for managing inventory performance.
Several barriers were limiting performance. Inventory movements could not be easily tracked across locations, inventory types, and business units. Material requirements planning capabilities had gradually been replaced by disconnected spreadsheet processes. Purchasing teams lacked visibility into inventory risk, supplier performance, and future material requirements, while key information remained fragmented across multiple systems.
At the same time, significant working capital was tied up in overdue finished goods and stranded inventory with no clear process for identifying and addressing opportunities.
Chartwell Digital partnered with stakeholders across purchasing, planning, sales, and operations to create a digital inventory management platform designed around the decisions teams needed to make every day.
Operational, inventory, forecasting, supplier, and sales data were consolidated into a single source of truth, providing a consistent view of inventory performance across the business. Teams gained visibility into inventory trends, inventory composition, forecasted inventory positions, supplier performance, and emerging risks through a set of purpose-built dashboards and analytics.
Rather than relying on manual reporting and retrospective analysis, teams could quickly identify inventory issues, understand their root causes, and prioritize corrective actions.
The platform was supported by new weekly and monthly review processes that improved accountability, clarified ownership, and created a consistent approach to inventory management across global operations.
Within six months, the business reduced inventory by more than $20 million, representing approximately 20% of total inventory value. Overall inventory value fell by 19%, including a 26% reduction in finished goods inventory and an 18% reduction in raw material inventory.
The business also identified opportunities to recover $4.9 million of off-quality inventory that may otherwise have resulted in significant write-offs.
Importantly, these improvements were achieved while supporting shipment of $25.6 million of product in a single month, demonstrating that inventory reduction did not come at the expense of operational performance or customer service.
Beyond the financial impact, the organization established a more disciplined approach to inventory management. Automated reporting replaced manual data consolidation, visibility improved across functions, and teams gained the information needed to make faster, better-informed decisions.
Inventory reduction was the initial goal, but creating long-term control was the lasting outcome.
From inventory management and planning to scheduling and operational performance, Chartwell Digital helps manufacturers transform operational data into measurable business results.
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