Menai then describes a team that have become central to the review and approval of events and engagements across an entire business, leaving a very small number of people in a constant state of triage.

We're often the backbone of the operation, so, you know, it's governance, compliance, which is very important in terms of keeping risks down, but also enabling a lot of the other teams, like the field medical teams, medical information and customer engagement, insights and analytics and reporting, KPIs.

There, there's a lot of, I guess, invisible work that we do.

So often medical operations is not front of mind when you think of medical affairs, and I think that's what we want to unpack a, a little bit here in terms of how we create our identity.

What do we, or how do we iden- identify our own value, and then how does that come across to the organization? I did wanna open with another thought from today's topic, and that's talking about cognitive load.

So some of you might be familiar with this term, or another way to think of it is mental load, and how this relates to medical operations and also other functions who manage a lot of things during the day, is that we do handle a lot of different processes and a lot of different tasks and areas throughout the same day.

So apologies, some of the text cut off here, but you can see some examples of things that we might handle throughout a single day.

That requires clarity about scope, trade-offs, and accountability, as well as consistent communication with leaders and stakeholders.