Should we rephrase the concept of Post-Market Surveillance?

My recent suggestion to rebrand RA/QA into Market Access (MA) sparked some great discussions. The key idea was simple: by reframing the name of a department to reflect its true value, we also reshape how it is perceived — internally and externally.

Let’s apply the same thinking to another, often misunderstood area: Post-Market Surveillance (PMS).
With the rise of new regulatory requirements in the EU, the US, and globally, more companies are establishing PMS functions or assigning responsibility for it to individuals. That’s a good thing — but let’s be honest: the name “Post-Market Surveillance” doesn’t exactly inspire much enthusiasm.
It sounds reactive. Like we’re grudgingly watching something from afar because the regulators told us to. It feels like compliance overhead.

But what if we thought about PMS differently?
At its core, Post-Market Surveillance is about understanding how a device performs in the real world, long after it leaves the production line. It’s about knowing whether it works as intended — not just in theory or in a controlled trial, but in hospitals, homes, and clinics. It’s about identifying opportunities for improvement and ensuring that what we’ve built continues to meet real patient needs.
In short, PMS is about Patient Satisfaction.

That’s what patients truly expect. Not only that a device is safe and performs as promised, but it continues to do so over time, and it remains state of the art. That their feedback matters. That risks are monitored. That their experience counts.

Imagine the shift in mindset that would happen internally if the PMS function were renamed the Department of Patient Satisfaction (PS).

Suddenly, PMS is no longer just about ticking regulatory boxes. It’s about owning the patient experience. It’s about giving product teams and leadership real-world insight. It’s about actively improving quality, safety, and innovation over time. And yes, it’s still fully aligned with regulatory expectations. It may even exceed them.

This reframing also elevates the strategic importance of PMS within the organisation. It becomes a bridge between patients, regulators, engineers, and executives. The Patient Satisfaction Department is forward-looking, providing valuable insights to company management.

This isn’t just about changing a label. As with RA/QA becoming Market Access, it’s about changing the role’s identity — from gatekeeper to enabler, from auditor to advocate, from box-checker to value creator.
Post-Market Surveillance is not a burden. It’s a gift. A direct line to the people we ultimately serve.
So maybe it’s time we call PMS what it really is.

Patient Satisfaction.