Every product in the catalogue now answers to two rulebooks
How does a diagnostics distributor track which products can still be sold in Ireland and Great Britain, and until when?
Figures and rules on this page apply to
Ireland and United Kingdom
Working somewhere else? The shape of the problem usually travels. The deadlines do not.
What this looks like
A supplier notice arrives as a PDF: a reagent line moves to new certification next year. Nobody knows which of the two businesses stocks it. A quality manager searches two catalogues and a shared drive. Meanwhile a hospital tender asks for proof of market status for 200 lines.
The numbers
Every figure here is someone else’s. Check them.
- 31 Dec 2027last date for placing older class D diagnostic devices on the EU market under the transition rules. Class C follows in 2028, class B in 2029
- 30 June 2030last date for placing EU-certified diagnostic devices on the Great Britain market, under MHRA guidance
- 16 June 2025date stronger post-market surveillance rules for medical devices came into force in Great Britain
Why it happens
It is not a people problem.
A product's market status is not a field in the order system. It lives in certificates, supplier notices and regulator letters. After an acquisition, each business holds its own copies, coded its own way.
Why your current software has not fixed it
Because it was never built to.
Order systems record price, stock and supplier. They were never built to hold a deadline per product per market. Merging the systems takes years, and the deadlines arrive first.
Intelligence, plumbed in
A supplier's certification notice, written as a letter, can be read, matched to the right product codes and turned into a dated alert.
We read the paperwork that already arrives and keep one answer per product, per market, across every business you own. Underneath it: a connector, one agreed meaning per field, and a test set scored on your own records.
How we make AI survive real data-
Connectors -
A semantic layer -
Evals you can check
However hard, whatever it is
Diagnostics distribution is one example. Bring the deadline buried in paperwork.
We wrote this for lab and diagnostics distributors crossing the Irish Sea. The same approach works for any distributor selling regulated products into two markets.
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01 We sit with you
Days where the work happens, not a workshop in a meeting room. We watch the job get done and write down the shortcuts nobody wrote down.
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02 We read everything
Your data, your rules, your vendors and their documentation, and the published research on your sector. We report what is actually in there.
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03 We break it to first principles
Not which tool fixes this. What is actually causing it, taken apart until we reach the piece that cannot be divided further.
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04 Then we build
Weeks, not quarters. By this point we are not guessing what to build, and guessing is the thing that makes projects long.
What we build
Specific enough to argue with.
Four mechanisms, not four features. Each one is a thing that happens on its own, every day, whether or not anyone remembers to run it.
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Every supplier certificate, notice and price file read on arrival, including scanned PDFs.
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Each product matched across both businesses' catalogues, whatever code each one uses.
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One list per market showing what can be sold, under which rules, and until when.
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Alerts to quality and sales months before a product reaches its deadline, with the affected customers named.
How you would know it worked
Numbers in your own reporting, not ours.
- Products with a known market status and end date, as a share of the whole catalogue.
- Time to answer a tender's request for proof of market status.
- Orders taken for a product that could no longer be supplied.
Straight answers
Where a model is involved, it is scored against your own records first. Accuracy per source, not one flattering average.
The questions this raises
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Our suppliers are responsible for certification, not us.
They certify the device. You still have to know what you can sell, where, and until when. That answer is yours.
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Does this replace our ERP or quality system?
No. It reads documents and writes its findings back. Your existing systems stay the record.
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How soon would we see results?
Usually within weeks, on one product family first. The measure is catalogue coverage and tender response time.
Where the figures come from
We did not make these up, and you should not take our word for them.
Also in supply chain
The official inventory number arrives six weeks after the month it describes
Federal inventories data is published roughly six weeks after the reference month closes. Most internal reporting runs on a similar lag, for the same reasons.
ProblemThe distributor you just bought still takes orders its own way
After an add-on acquisition, two catalogues describe the same products differently. Orders keep arriving in the old formats while the integration plan waits on a migration.
ProblemThe order confirmation came back different from the order you placed
Dealers place one project's order across many manufacturers. Each maker confirms it in its own format, and the lines that changed are easy to miss.
ProblemYour trucks, warehouses and freight desk each hold part of one customer's margin
Logistics groups grow by buying carriers, warehouses and freight brokers. Each one keeps its own shipment and billing records. Nobody can see one customer's full margin.
Unstructured text with a clock already running
It arrived as prose, and the countdown started on arrival.
A fax, an email, a filing. Nothing about it is structured, and something expensive happens if it is not acted on in time. The clock starts whether or not anybody has read it yet.
- LegalSeven months to a ruling, thirty-five months to a trial
- Physician groupsIn January 2027 prior authorisation gets an API. Almost nobody is ready.
- Real estateFive minutes against thirty is a twenty-one times difference
A fax, a portal email, a filing. The medium changes and the clock does not. If something expensive happens when you are late, this is yours.Tell us what you are racing.
Market status is a reading problem, not a systems-merger problem.
We read the paperwork that already arrives and keep one answer per product, per market, across every business you own.
See everything we build-
Software -
Hardware -
Ways of working -
Whole ventures
Is this happening to you? Tell us the size of it.
Twenty minutes. We will tell you honestly whether the numbers justify doing anything about it.