PI engagement: securing signatures, communicating regulatory obligations, and managing investigators who view regulatory work as someone else's problem
Designs a portfolio-level PI engagement workflow — batch signature sessions, prioritized signing queues, pre-briefing protocols — and analyzes root causes of PI disengagement with escalation boundaries per ICH E6(R3) Section 2.3.1.
The signature that holds everything else hostage
Every RC knows the feeling. Three continuing reviews are due within 10 days. An amendment acknowledgment has been sitting in the PI's inbox for two weeks. The sponsor's CRA has emailed twice asking about a 1572 update. And the investigator is in clinic Monday through Thursday, operating on Fridays, and "available" for 15 minutes between cases if you can catch the right moment.
The PI's signature is required on nearly every regulatory document the site submits. The PI's attention is the single most constrained resource in the entire submission pipeline. And at the portfolio level — where the RC is managing signature requirements across 12, 15, 20 studies simultaneously — this bottleneck does not merely slow individual submissions. It creates systemic risk. A missed continuing review deadline shuts down enrollment. A delayed 1572 update leaves the site out of compliance with the FDA. An unsigned amendment acknowledgment means the CRA cannot close a monitoring finding.
Course 1 established the PI-RC partnership as a defining feature of the regulatory coordinator role. This lesson operationalizes that partnership for the specific context that generates more friction than any other: getting the investigator's signature on regulatory documents, on time, across every study in the portfolio, without either burning the relationship or allowing regulatory obligations to slip.
I have watched brilliant RCs fail at this. Not because they lacked regulatory knowledge — they knew exactly what needed signing and why. They failed because they approached each signature as an individual ask rather than designing a system. And I have watched other RCs — no more knowledgeable, but more systematic — manage the same portfolio volume with half the stress and twice the reliability. The difference is infrastructure.
What you will learn
By the end of this lesson, you will be able to: