Changing the Compliance Paradigm in Large, Global Companies!
Summary
TLDRIn this episode of the Executive Platforms Blueprint Podcast, Jeff Mix interviews Peter Shearstone, VP Global Quality and Regulatory Affairs at Thermo Fisher Scientific. They discuss the challenges of compliance in large global companies, the importance of quality and regulatory affairs as a leading function, and the impact of COVID-19 on accelerating change. Peter emphasizes the need for boldness in improving systems and the role of AI and machine learning in enhancing quality management.
Takeaways
- 📚 Peter Shearstone, VP Global Quality and Regulatory Affairs at Thermo Fisher Scientific, leads a team of 9,000 professionals across 140+ countries, emphasizing the importance of a comprehensive Q&RA ecosystem.
- 🌐 Peter discussed the challenges of changing compliance paradigms in large global companies, highlighting the need for efficiency and effectiveness in scaling operations.
- 🔬 The conversation covered the differences in compliance between large and small organizations, with large companies facing greater risks and a broader portfolio requiring a continuum of maturity in quality and regulatory approaches.
- 🚢 Peter used the analogy of an ocean liner and a speedboat to describe the need for large companies to adopt a more agile mindset, likening the rapid changes during the COVID-19 pandemic to the speed at which the industry needs to operate.
- 🌟 He emphasized the importance of the Quality and Regulatory Affairs function as a leading, rather than a support, function within a corporation, advocating for its central role in decision-making processes.
- 🤝 Peter stressed the need for internal and external advocacy to demonstrate the value of the Q&RA function and to drive the company towards growth.
- 💡 The discussion touched on the use of AI and machine learning to manage the vast amounts of data in the quality space, aiming to predict processes and product quality, and to automate tasks like batch record review.
- 🛠 Peter shared his belief in the importance of continuous improvement, urging individuals to challenge the status quo and to not just accept systems that are not good enough.
- 🌱 He highlighted the mission of Thermo Fisher Scientific to make the world healthier, cleaner, and safer, and the role of the Q&RA function in achieving this mission by driving growth and adding value.
- 👨🎓 Lastly, Peter called for engaging the younger generation, particularly STEM students, to see the value in a career in Quality and Regulatory Affairs, which is an area not well-known in universities.
Q & A
What is the primary focus of Peter Shearstone's role at ThermoFisher Scientific?
-Peter Shearstone leads a comprehensive Quality and Regulatory Affairs (Q&RA) ecosystem at ThermoFisher Scientific, which includes clinical affairs, design quality, product legislative compliance, quality assurance, quality control, quality engineering, quality management, quality systems, regulatory affairs, and supplier quality.
Why did Peter choose the topic 'Changing the Compliance Paradigm in Large Global Companies' for the themed lunch discussion?
-Peter chose the topic to share ThermoFisher Scientific's journey as a highly acquisitive company and to discuss how they strive to find more efficient and effective ways to manage compliance and regulatory affairs, supporting company growth without becoming a drag on the organization.
What are some differences in compliance between large global companies and smaller scale organizations according to Peter?
-In large global companies, the risks are greater and multiplied over a broad portfolio, requiring a more macroscopic approach to managing quality and regulatory affairs. Smaller organizations with focused portfolios can be more specific in their compliance needs and management.
What analogy does Peter use to describe the difference between making changes in large and small companies?
-Peter compares large companies to ocean liners and small companies to speedboats. He emphasizes the need to move the 'ocean liner' faster, making it easier to turn and adapt quickly, similar to the agility of a speedboat.
Who were some of the participants in Peter's themed lunch discussion, and what was their general feedback?
-Participants included heads of quality from companies like AstraZeneca, GSK, and Lilly, among others. The discussion was beneficial, with feedback on ThermoFisher's journey and experiences from those who had undergone similar transformations.
What was one surprising takeaway from the lunch discussion for Peter?
-Peter was surprised at how quickly some participants' companies had completed their compliance transformations and how long ago they had started, making him realize the need for ThermoFisher to expedite their own processes.
How did COVID-19 impact the speed and nature of decision-making in compliance and regulatory affairs at ThermoFisher?
-COVID-19 significantly accelerated decision-making processes, with actions that would normally take months being completed in days or hours. This urgency and flexibility were driven by the need to respond quickly to the global crisis.
What does Peter believe about the role of the Quality and Regulatory Affairs function in a corporation?
-Peter believes that the Quality and Regulatory Affairs function is not just a support function but a leading one. It must be at the decision-making table, as it is crucial for company success in the life sciences, pharma, and diagnostic spaces.
What advice does Peter give to those in the Quality and Regulatory Affairs field regarding advocacy?
-Peter advises quality professionals to advocate for the value of their function both internally and externally. Internally, they should demonstrate the importance of being central to the organization, while externally, they should engage with professional boards and industry peers to benchmark and validate their approaches.
How is ThermoFisher leveraging technology, particularly AI, in their quality and regulatory processes?
-ThermoFisher is using AI and machine learning to evaluate data, predict processes, and automate tasks like batch record reviews. This helps redeploy resources to more value-adding activities. They are also cautious, setting guardrails to ensure original thought and compliance in critical submissions.
What is Peter's final advice for those looking to change the compliance paradigm in their organizations?
-Peter encourages individuals to stand up, be bold, and have the courage to challenge and improve their systems. He emphasizes not accepting the status quo and continuously striving to find better ways to enhance quality and compliance.
Outlines
🎙️ Introduction and Guest Bio
Jeff Mix introduces the podcast and his guest, Peter Shearstone, VP of Global Quality and Regulatory Affairs at Thermo Fisher Scientific. Peter oversees a large team across various aspects of quality and regulatory affairs. The discussion begins with Peter sharing his background and the theme of his recent talk on changing the compliance paradigm in large global companies.
📈 Compliance Challenges in Large Corporations
Peter discusses the challenges large corporations face in maintaining compliance and efficiency, especially as they grow through acquisitions. He emphasizes the need for a holistic approach to manage and streamline operations effectively to support company growth and avoid inefficiencies.
🏢 Differences Between Large and Small Companies
Peter highlights the differences in managing quality and regulatory affairs in large versus small companies. Large companies face greater risks and require more comprehensive systems to handle diverse portfolios. He shares insights from his experience in both environments, aiming to apply a more agile 'speedboat' mentality to Thermo Fisher's operations.
🍽️ Insights from the Themed Lunch Discussion
Peter shares insights from a themed lunch discussion he hosted, which included participants from various companies and regions. The discussion provided valuable feedback on Thermo Fisher's journey and allowed for an exchange of experiences and strategies for managing compliance in large versus small companies.
💡 Lessons from the Pandemic
Peter reflects on the accelerated pace of decision-making and problem-solving during the COVID-19 pandemic. He emphasizes the importance of maintaining that intensity and agility post-pandemic to tackle complex challenges efficiently and effectively.
🌐 Advocating for Quality and Regulatory Functions
Peter underscores the importance of the quality and regulatory functions in a corporation, advocating for their role as essential partners in decision-making. He encourages leaders in these functions to champion their value and engage in both internal and external advocacy to drive improvements and growth.
🤖 Leveraging Technology and AI
Peter discusses how Thermo Fisher is leveraging AI and machine learning to improve quality and regulatory processes. He highlights the importance of governance and careful implementation of these technologies to enhance efficiency and redeploy resources for greater value creation.
🔍 Encouraging Bold Changes and Continuous Improvement
Peter advises individuals in the life sciences to be bold and proactive in challenging the status quo and driving improvements in compliance systems. He emphasizes the importance of continuous improvement and active engagement in identifying and implementing better ways to work.
🏆 Final Thoughts and Call to Action
In closing, Peter reflects on the mission of Thermo Fisher to make the world healthier, cleaner, and safer. He encourages future generations to join the quality and regulatory fields, highlighting the critical role these functions play in the success of the company and the industry.
Mindmap
Keywords
💡Executive Platform
💡Quality and Regulatory Affairs
💡Thermo Fisher Scientific
💡Compliance Paradigm
💡Acquisitive Company
💡Risk Maturity
💡Change Management
💡Advocacy for Quality
💡Artificial Intelligence (AI)
💡Continuous Improvement
💡Covid-19
Highlights
Peter Shearstone, VP Global Quality and Regulatory Affairs for Thermo Fisher Scientific, leads a team of 9,000 professionals across more than 140 countries.
Thermo Fisher Scientific's quality and regulatory ecosystem includes clinical affairs, design quality, product legislative compliance, and more.
Peter's career spans nearly 35 years with executive roles in healthcare and life sciences industries.
The discussion at the Pharma Manufacturing World Summit focused on changing compliance paradigms in large global companies.
Large corporations often expand without holistically reviewing additions, leading to inefficiencies.
Thermo Fisher Scientific is a highly acquisitive company, aiming to improve efficiency and effectiveness in quality and regulatory affairs.
Risks in large companies are multiplied over a diverse portfolio, requiring a continuum of maturity in quality and compliance.
Peter emphasizes the need for a culture and system that can accommodate differences in risk and maturity across a broad portfolio.
Large companies have the resources and competencies that smaller firms may lack, but change can be slower.
Peter aims to bring a speedboat mentality to Thermo Fisher Scientific, making the company more agile and responsive.
The lunch discussion included participants from various geographies, offering diverse perspectives on compliance in large companies.
Participants shared their journeys and feedback on changing compliance paradigms, providing valuable insights.
Peter learned from the discussion that some companies had started their transformation 5-10 years ago, highlighting the need for urgency in change.
The COVID-19 pandemic demonstrated the potential for rapid change and agility in response to disruption.
Peter advocates for maintaining the intensity and commitment seen during COVID-19 in the pursuit of change and improvement.
The quality and regulatory organization is crucial and should be a leading function in any corporation.
Leaders in quality and regulatory affairs must advocate for their function's value and be champions of opportunity creation.
Peter emphasizes the importance of both internal and external advocacy for quality and regulatory affairs.
Artificial intelligence and machine learning are being leveraged to handle vast amounts of data and improve quality processes.
Thermo Fisher Scientific is exploring the use of AI to predict processes, improve product quality, and automate batch record reviews.
Peter advises those in life sciences to be bold, challenge the status quo, and continuously strive for improvement.
Thermo Fisher Scientific's mission is to make the world healthier, cleaner, and safer, with quality and regulatory affairs playing a key role.
Peter encourages engaging younger generations in quality and regulatory affairs, highlighting the need for fresh perspectives and talent.
Transcripts
[Music]
hello again everyone you're listening to
another episode of executive platforms
blueprint podcast series my name is Jeff
mix I'm executive platform's head of
content and research my guest today is
Peter shearstone the VP Global quality
and Regulatory Affairs for thermofisher
scientific Peter leads a team of
approximately 9,000 quality and
Regulatory Affairs professionals at the
Enterprise level as well as in
thermofisher Scientifics many businesses
and operations spanning more than 140
countries Peter leads a comprehensive q
and ra ecosystem that includes that
includes clinical Affairs design quality
product legislative compliance quality
assurance quality control quality
engineering quality management Quality
Systems Regulatory Affairs and supplier
quality prior to joining thermofisher
Peter held executive quality and
Regulatory roles with companies in the
healthcare and Life Sciences Industries
over the course of a career spanning
nearly 35 years Peter thank you so much
for joining me today thanks Jeff really
appreciate the time and the opportunity
it's good to meet you as well you hosted
a themed lunch discussion at our Pharma
manufacturing World Summit in Boston
entitled changing the compliance
Paradigm in large global companies you
know having just read some of your bio I
think I can guess at some of the answer
but what made you choose that topic
specifically well you know Jee I think
the
um you know large corporations you know
are established at some point in time
and they grow and they expand whether
it's through organic or inorganic means
right and oftentimes the company just
just adds and doesn't look at those
additions
holistically and think I could do it a
different way or I could be more
efficient and more effective and so my
my thought process kind of going into
the session that lunch session was kind
of sharing the journey that we've been
on as a highly acquisitive company um to
to find a better way you know to do it
that's more efficient more effective and
that at the end of the day you know
leads to a a quality and Regulatory
Affairs function that can again be
maximally efficient to support the
growth of the company um if you're all
you're doing is adding and not taking
anything away well you're not you're not
being able to scale and you're actually
putting a drag on the organization so
that was really the intent of of doing
that talk when you think about
compliance at large global companies
versus smaller scale organizations what
are some of the biggest differences you
want to highlight for
listeners so I think you know with a
large scale company the the risks are
greater right they're multiplied over
the portfolio so at thermofisher you
know we make everything from electron
microscopes to contract drug
manufacturing clinical research uh
ivds um chemicals Plastics you know the
the range of our portfolio is is pretty
immense and um when you think about
quality and Regulatory across that space
it's a Continuum of maturity you know
some of the less risky less comp complex
products are going to need you know a
different level of quality and
compliance if you will then then you're
making a drug for human consumption
right so to me it's being able to span
that portfolio with a culture and a
system and processes that can
accommodate that difference in risk and
that R difference in maturity that you
wouldn't necessarily have actually in a
smaller firm where you've got a smaller
portfolio very focused portfolio where
you know you know the risks and
limitations of that you know particular
segment that you're in if it's an ivd
for example you know you can carve out
and be more focused with us we've got to
be a little bit more macroscopic in our
thinking
now in your career you've worked in a
few different groups is there something
from your experience working at larger
versus smaller companies that you could
share to illustrate some of what you're
talking about so you know certainly the
large company uh model is going to have
the ability uh resources competencies
that that you may not have at at a
smaller firm that said the larger the
change at a larger firm obviously takes
a long time as a longer period of time
right so it's really comparing you know
uh a cruise liner you know to a
speedboat in many cases and having
worked in both
environments um I'm what I'm trying to
do at thermofisher is take that
speedboat mentality kind of that covid
time mentality when we were going
through a lot of different things
happening all at once you know as a as a
as a as a globe as a world um and move
that that ocean liner faster make it
easier to turn make it easier to back up
if we have to I hope I hope the analogy
flies because for us it's it's we we
can't keep being the ocean liner we
we've got to be a speedboat with these
9,000 folks that are in the function and
again find a much faster more efficient
way to to get ahead for our customers
and our shareholders returning to the
themed lunch discussion you hosted I
want to give listeners a little context
um these lunches are some of the most
popular content we build into our Summit
agendas because each one is a 1hour
small group interaction that up to 10
people can opt into from a list of
options you know so it's a meal with
like-minded people talking about
something they all chose ahead of time
and the only downside is by its very
nature the takeaways tend to stay in
that small group which is what I'm
hoping we can get into in the next few
questions let's start off by talking a
little about who joined your lunch now
you don't have to name any names of
course but was it the sort of job titles
and companies you were expecting uh did
anyone surprise you by choosing to take
part in your topic there were no
surprises per se um you know we had we
had the head of quality for as zenica at
my table we had um GSK and and um Lily
and other companies that but honestly
are customers of ours so uh and then we
had other folks that were I think just
interested in the topic you know that
were not from um our customer base
you're not from the the let's say the
the C cdmo world that joined as well so
it was a good blend of of folk that that
came to the discussion um you know it
was was uh it was eye openening I have
to say we had we had folks from the US
we had folks from Europe folks from
Japan actually um and so being able to
see the differences in you know
geographies how things are done um kind
of sharing again again with the lunch
topic the large versus the small or how
to move you know differently in the uh
in the compliance space for a large
company it was it was really uh
beneficial I really enjoyed it now
you've already told us some of your
thoughts on this subject how did
resonate with the group lot of
discussion some of them had already been
through it actually so for me it was
presenting our our journey but also
getting feedback on that Journey from
people that already done it you know so
so and that's what I hope to get out of
that discussion was that it was a back
and it wasn't just me sitting there you
know spouting for an hour it was it was
hey this is what I this is what we've
done this is the journey we're on give
me feedback you know if I can teach you
something that we did and you can find
that beneficial great but tell me am I
doing the right thing am I is the
speedboat Cruise liner analogy does that
make sense to you and have you faced the
same thing you know have you faced that
that challenge of of change management
where you're trying to again move an
organization in a particular
direction over a defined period of time
um is that the right period of time is
it the right approach should we do
smaller chunks versus bigger chunks so I
think that was the real benefit of of
the lunch meeting was being able to get
that feedback and know and calibrate
know where we were headed and it was the
right thing to do now of course you
picked the topic and you live and
breathe this stuff in your day-to-day
work did anyone say anything you did not
expect to hear is there something new
that you took away from the conversation
well I I think back to it was the shared
experience that others have you know
have done in this space large and small
you know I will say this there was
wasn't just companies that were there
there were some smaller firms as well um
so it was good to hear things from from
that
perspective um there were no there were
no surprises really um just just that I
think the ones that had already done it
I think maybe if there was a surprise it
was how fast they actually had had done
it and how long ago they had started so
for some of the customers of ours you
know they had gone through this 5 10 15
years ago and um so for me it was you
know again the appreciation for the fact
that they had done it and when they had
done it so I'm I'm kind of looking in
the mirror thinking okay uh we need to
we need to get on the horse here and go
faster um and be a lot more thorough
than than perhaps we were planning to to
be I'd like to follow up on that a
little bit because you were mentioning
earlier how covid sort of changed the
way things are done and your
transformation is is being informed by
some of that experience and here there
were people at your table who they
started their transformation 5 or 10
years ago so that would have been before
Co did you see a big difference in how
they were telling their story the people
who were doing it before covid versus
the people who were doing it after covid
yeah there was there were definitely
differences I you know I can't you know
put my my finger on the pulse of the of
the major differences other other than
the speed at which things were happening
you know during covid you know a day was
a week a week was a month a month was a
year you know an hour was a day I mean
we were moving so quickly making so many
decisions uh with such velocity and
intensity
um
that you know we needed to go and rent a
warehouse to store tests to help test
people you know we were making that deal
in a day you know and normally that
would take in a in in in non-co time
that would take six months um you know
we were able to get reimbursement for
our covid test um in I think eight hours
in some of the countries that that we
worked in where normally in that country
it's a 9 to 12 month period of time
right so so we found this amazing
flexibility and intensity with with not
only internally but externally as well
to get this work done to save Humanity
right and I I often think Jeff that if
we had that same level of
intensity and
passion postco and and to your question
even preco how different would would we
be as a company you know I so I'm what
I'm trying to do back to my analogy of
an ocean liner and a speedboat is is
trying to bring that level of intensity
energy commitment to um to our efforts
to
change with a with respect to how we did
things during Co and I think during the
during the lunch discussion it was it
was generally agreed that all of us wish
we could take that that passion that
intensity that we had during those those
few years 2020 through let's say
2022 and mobilize it you know this the
same way we mobilized it then to solve
some of our most most you know tricky
problems that we have um today example
having a really complex quality
management system so that that really
resonates with me and it echoes a lot of
what I'm hearing from other people um I
think one of the things that the
pandemic really did was show us what was
possible that we can move faster that we
can be more agile and responsive in a a
time of just constant disruption so I I
really appreciate you making that point
um returning returning to the lunch
because I appreciate it wasn't just you
know telling War Stories from covid-19
you know what do you hope other people
got from the lunch discussion that we
can share with our listeners well I I
think that the quality and Regulatory
organization number one is a super
important part of any Corporation it's
it's not a support function it's a
leading function has to be a leading
function we have to be at the table
where decisions are being made uh
because at the end of the day the
companies run in in this space life
science Pharma device diagnostic space
companies run and succeed because they
have quality and Regulatory Affairs
working behind the scenes to get
products registered to keep the quality
system clean to stay compliant to have a
good culture right so I I I really
wanted the the folks at the lunch to
understand that that don't
accept that the quality and Regulatory
Affairs function is is not a partner is
not valuable it absolutely is a partner
it absolutely is valuable and we as the
leaders in the function have to be
carrying that flag we have to carry that
flag and plant it and say look we're
here we can help you that's how I that's
how I really came away from our from our
lunch
discussion I wonder if we can expand
upon that a little because I know so
many people in the quality space who you
know 100% what they do is vital to the
function of their organization but it
can sometimes feel there's a a quality
team and there's everybody else and of
course getting what you need what you
want the the resources the attention the
the the decision-making speed as you
were talking about there's a lot of
things you need from other people inside
and outside an organization I guess what
I'm asking for is can we talk a little
bit about advocacy for
Quality yeah I think I think that's a
great question Jee and and I really
appreciate that you know
the the function sits to me at at the
center of the wheel and every other
function Finance HR operation supply
chain R&D
commercial everybody has to run through
the quality regulatory function and
internally I think as the leader of the
function if you if someone out there
listening is the leader of the
function you've got to advocate for the
value of being at that that center of
the Hub you've got to be a champion of
of creating opportunity and value
creation for all of those other
functions right to drive the company
towards growth also I think you got to
spend just as much time externally so I
think you've got to spend time on on a
on a professional Board of some kind
where you're with um peers maybe it's
with the American Society for quality
for example or maybe it's WS which is
the Regulatory Affairs professional
Society maybe you're involved there
where you can engage and have
conversations with people that are you
know in your
shoes if anything as I said to my early
remarks to Benchmark kind of what you're
working on in a in a in a safe place
with you know no risk of confidentiality
but in a safe place say am I doing the
right things am I focused on the right
things and again that exchange of
information externally actually helps
power your internal advocacy efforts
quite honestly because if you can if you
can have an argument internally and say
well I think this is the way it should
be done people might not listen but if
you say well this is the way it should
be done and by the way it's the same way
BR and gamble or J&J or whoever else
does it um it comes with a different it
hits with a different intensity it hits
with a different Power I think so I
really I really think that internal and
external advocacy is essential for the
roles like like mine um you know in the
in the quality R
function I almost feel like I can't do
an interview these days without talking
about how technology is changing the
conversation um maybe even a
specifically artificial intelligence but
you know broadly speaking I think
quality more than most is a discipline
that is leveraging these new tools that
is looking at their options that already
is dealing with a just a waterfall of
data more than any one person could ever
get their arms around there have to be
tools to help them do their job better
um I know we're starting to run out of
time here but I I would love uh some of
your thoughts in in that topic area if
we can yeah I mean look Ai and and
machine learning large language models
you know all that um has definitely
helped us um we're in the um you know on
that on that Journey you know we've
established governance teams we've
established a process we've established
a user case use case evaluation tool U
we've we're working with our it Partners
internally to use chat GPT and then the
next version which I think is 4.0 to to
find ways to evaluate as you said all
the data that we have available whether
it's Kappa data complaint data even
inprocess data from manufacturing how do
we utilize these tools to predict
processes to predict product quality to
avoid having to do maybe uh um you know
an additional step in the process or
even maybe to automate batch record
review and and and by the way take those
resources that are actually current
doing that work and focus them on the
next generation of of AI right so not
necessarily eliminating positions but
finding a way to redeploy those folk to
help create more value for the company
and I can take someone off the line for
example that's a highly experienced
quality person and I can put put them in
in inside the the corporate team here
and do internal auditing of
manufacturing spaces well that's a
win-win win you know automation wins the
person wins and the function in the
company wins so you know to me uh Jeff
that's that's how I see it playing out
um I will say you know there are guard
rails that we've put up right so you
know when it comes to let's say 510k
submissions to the FDA or pre-market
submissions to the to the FDA you know
those require a lot of original thought
right so 's got to sit down and put the
pieces together in the right way in
order for the FDA to to to see it and
and um and obviously clear it you know
at some point um and if it's a Kappa for
example you really want to show your
process it's kind of like in school you
want to show your work um so I think
there's this for us we've put some some
limitations in place and um yeah that's
how it's uh it's played out for us it's
been it's it's an exciting time
absolutely um we are coming up towards
the end of this uh this time we've set
aside what advice do you have for people
working in the Life Sciences who want to
help change the compliance Paradigm in
their organizations what should we be
thinking about and learning about
further well I think I think Jeff people
got to stand up and be bold and have the
courage to look at their systems and say
it isn't good enough you know it's not
what we need um we got to find a better
way every day I think that's that's what
I tell my team all the time you you if
something isn't right
do something about it don't just accept
the status quo um I think it's the I
think it's the U TSA or Department of
Homeland Security right see something
say something right don't don't just
live in the system and woe is me it
you've gotta take and and engage in
trying to make a difference and I tell
that to you know folks all the way down
to the to the to the tech level you know
you've got to find a way to stand up and
say this isn't right and then improve it
you know our internal Improvement um
continuous improvement tool is called is
called PPI it's practical process
Improvement it's our business system and
that's what's expected when you come to
our company you you see something you've
got to change it so I would tell
everybody out there don't just accept it
fix it change it challenge it speak up
um because I think the reputation of
quality and Regulatory sometimes is we
just sit on the sideline can't sit on
the
sideline that's a phenomenal Point um I
do maybe want to do one more with you I
mean it's such a big topic and I feel
like I could talk to you all day about
this but again of course I want to be
respectful of your time just before I
let you go is there anything you want to
say as a way to close out the interview
well Jeff firstly really thanks for the
opportunity number one uh it's been a
tremendous um my first podcast ever so
really appreciate the time oh my
goodness I had no you're a natural yeah
well I appreciate that very much but uh
you embarrass me a little bit um look
you know thermofisher operates in as you
said hundreds of countries uh we make an
impact to our customers every day right
we our mission is to make the world
healthier cleaner and safer uh we
believe in that mission the work that we
do um today and and I've been here six
years now um is all around that right
and and in order to make that happen as
as I said the function has to stand up
and and carry that flag and say you know
we're here to help we can make a
difference um we can add value and we
can drive growth you know it's not just
about Audits and and compliance it's
about you know how do we get products on
the market faster how do we get customer
complaints resolved quicker how do we
get um our our employees developed and
onto to their next part of their career
within the function you know those are
things that that I'm super passionate
about and I think lastly how do we get
students in universities all over the
world that are either science or or
let's say stem students how do we get
them to see the world that we live in
and come and be a part of it because we
really really need to get um I think the
younger Generations you know into
quality and Regulatory Affairs because
honestly it's an area that they don't
know that a lot of the universities
don't know about and we've got to help
them see that what a great note to end
on Peter thank you again so much for
your time it's been a pleasure Jeff
fantastic uh best to you and uh have a
great day absolutely you've been
listening to another episode of
executive platforms blueprint podcast
series I've been Jeff mix let's do it
again soon
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