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We're a medical device maker with separate Regulatory and Quality Managers. We have a monthly Corrective Action review meeting, led by the President, to make sure that no Quality issues are getting insufficient priority and action from other departments. We're just transitioning into four senior-management (CEO/owner and President) meetings a year at which Regulatory Review is a key agenda item, along with other departments' reports. From a Regulatory perspective we'll talk about the results of our latest audits, and any operational regulatory issues with customers that amount to current strategic problems, but the primary agenda item for Regulatory and all of the other departments is upcoming strategic issues within the next two years, along with our budgets and plans for what we're going to do about them.
I'm working today on my Regulatory report for the meeting next week.
I'm working today on my Regulatory report for the meeting next week.



