Integra LifeSciences reviews

Where does one start? This is truly a culture of people who fail up. Lots of promotions of awful micromanagers who are clueless about actual processes, and take it out on employees during 1-on-1s. Too siloed for any system to work well when a company of this size needs to be rooted in cross functional collaboration. But that kind of collaboration requires a kind of good faith that is almost completely absent at Integra. The majority of employees are angry and lack of collaboration feels downright spiteful. Turnover is so high, progress comes to a halt frequently as you have to onboard new stakeholders on the value story and process. I am so tired.

The current state of QA leadership within the company raises significant concerns. Despite their role, QA leadership appears to lack a proactive approach in supporting their subordinates, often advising to escalate issues without taking tangible steps towards resolution. Additionally, there is a notable lack of familiarity with established procedures, further hindering effective leadership. One critical issue is the refusal of QA leadership to access the NC and CAPA system. Moreover, during CAPA meetings, valuable time is consistently wasted on reiterating the details of the CAPA from the beginning, diverting focus from the primary purpose of the meeting. Another troubling aspect is QA leadership’s reluctance to assume the responsibility of signing off as the site quality lead. This reluctance places unqualified and untrained individuals in the position, potentially compromising the overall quality management at the site. Addressing these issues is paramount for the smooth functioning of the quality assurance department and the company as a whole. I recommend a thorough examination of these concerns and the implementation of corrective measures to ensure effective and knowledgeable leadership within the QA team.