Most organizations are reluctant to spend time and money training their workforce on customer service.

During a recent visit to a brewery in Dublin, I was stopped by one statement displayed on the tour: “The quality of our advertising must be equal to the quality of our beer.”

Teams building software as a medical device (SaMD) tend to think of ISO 14971 as the hardware team’s problem. Risk management files, FMEA tables, severity scores: all quality and regulatory territory, while the engineers close Jira tickets.

A food company spends months and significant budget on consumer research before launching a new product. The survey scores are strong, so the store managers stock it. Six months later, the product is quietly pulled from the shelves.

Three years ago, I’d never heard the term biomedical equipment technician (BMET). I didn’t know the field of healthcare technology management (HTM) existed.

Southern politicians often have a homespun way of making a point. A few years ago, a candidate for a small-town sheriff’s election was overheard saying, “Criticize my drawl, you make me laugh. Criticize my views, you make me listen.

Markets run on trust. Trust runs on standards. And standards only work when the people shaping them reflect the people they are meant to protect.

Delight your customer! Exceed your customers’ expectations! Provide value-added service! These have been mantras of customer service gurus for a long time.

A few months ago, during separate visits to an emergency department and an urgent care center, I experienced what many patients and clinicians now consider routine: long waits, crowded spaces, and visible strain on staff.

Walk the aisles of any liquor store in the U.S., and brands named after people call for your notice—Johnnie Walker, Jose Cuervo, Captain Morgan, and Jim Beam. Perhaps the most revered name among them is Jack Daniel.