I was, along with engineering, a technical expert on nuclear pharmaceutical processes (two patents for cyclotron target processing) I noticed that when things sometimes went wrong, management immediately played the blame game. I learned that if a problem occurs it is a teaching moment. I would approach problems without placing blame but work with the production team to correct it in compliance with 21 CFR Part 211 (Current Good Manufacturing Practice). As a result, I got much more than authority, I got influence.