FDA ESG NextGen: The Future of Regulatory Submissions Is Here

FDA ESG NextGen: What It Means for the Industry — Large and Small

The U.S. Food and Drug Administration (FDA) is scheduled to launch its critical modernization effort called ESG NextGen, a next-generation upgrade of its Electronic Submissions Gateway (ESG). The official Go-Live date is April 14,2025. For stakeholders across the life sciences spectrum—from pharmaceutical giants to emerging biotech startups—this evolution represents both a technical leap and a strategic shift in how the industry will handle regulatory submissions in the future.

What Is FDA ESG NextGen?

The ESG has long been the backbone of the FDA’s digital submission process. It serves as the secure conduit for transmitting millions of regulatory documents annually, including Investigational New Drug Applications (INDs), New Drug Applications (NDAs), Biologics License Applications (BLAs), Medical Device Reports (MDRs), and more.

Key goals of ESG NextGen include:

  • Cloud-native infrastructure to improve scalability and uptime.
  • Modern APIs and standards (e.g., REST, FHIR) to simplify integration and automate submissions.
  • Improved security via updated protocols, identity management, and encryption.
  • Streamlined onboarding and support processes for submitters.
  • Better tracking and visibility into submission statuses.

Why It Matters: Impact on the Industry

1. For Large Organizations: Efficiency, Automation, and Compliance

Big pharma and large biotechs process hundreds or thousands of submissions yearly. ESG NextGen will:

  • Enable greater automation through modern APIs, reducing manual steps.
  • Enhance compliance tracking by offering better submission validation and real-time status visibility.
  • Integrate with enterprise systems (e.g., regulatory information and quality management systems) more easily.
  • Reduce operational risk, thanks to a more stable, secure infrastructure.

In short, ESG NextGen will help large organizations streamline their regulatory operations, reduce overhead, and more effectively manage their global submission portfolios.

2. For Small Organizations: Accessibility and Scalability

Startups and smaller firms often lack dedicated regulatory tech infrastructure. ESG NextGen can help level the playing field by:

  • Offering more user-friendly submission interfaces, reducing the need for deep technical expertise.
  • Facilitating third-party integration allows CROs and regulatory consultants to assist small companies more seamlessly.
  • Lowering barriers to entry for electronic submissions with simplified onboarding and better documentation.

This modernization could be incredibly transformative for small and mid-sized companies that are navigating FDA processes for the first time.

Challenges and Considerations

While ESG NextGen brings exciting improvements, it also requires preparation:

  • Legacy system compatibility: Organizations will need to update submission tools and processes to align with new APIs and formats.
  • Training and onboarding: Teams will need to learn the new platform and any revised submission protocols.
  • Regulatory strategy alignment: Companies should consider optimizing their submission timing, format, and structure based on ESG NextGen’s capabilities.

The FDA is working closely with industry to support the transition, but proactive planning is essential to avoid disruption.

Final Thoughts

FDA ESG NextGen is more than a technology upgrade—it’s a shift in how life sciences organizations will interact with the regulator in the digital age. It’s a chance for larger firms to automate and scale regulatory operations. For smaller companies, it represents a more accessible, transparent path to compliance and innovation.

As the FDA continues to roll out details and pilot programs, staying informed and engaged will be key. The future of regulatory submissions is coming—and it’s smarter, faster, and more connected.

The Importance of a Robust AI Validation Strategy

The Importance of a Robust AI Validation Strategy

Regulatory agencies such as the FDA mandate the validation of computer systems to ensure they meet defined requirements, perform as intended, and maintain data integrity. With AI solutions introducing dynamic and complex functionalities, the need for robust validation strategies becomes even more critical. Implementing effective validation strategies, procedures, and lifecycle assessments tailored for AI will mitigate risks, ensure compliance, and optimize operations.

Despite the growing focus on AI, many organizations still need help addressing the associated risks. There needs to be a better understanding of regulatory expectations for AI, expertise in AI-specific risks such as model drift and bias, and standardized practices to validate dynamic AI systems. Addressing these gaps is essential to leveraging AI effectively while maintaining compliance and operational efficiency.

This white paper discusses the necessity of creating a validation strategy for AI solutions, developing robust validation procedures, and conducting a validation lifecycle assessment. It also explores how these activities help organizations identify and address gaps in processes, systems, and skills, particularly in the context of AI technologies.

The Need for an AI Validation Strategy

A well-defined AI validation strategy ensures alignment with regulatory requirements such as 21 CFR Part 11, EU Annex 11, and emerging AI-specific guidelines. Regulatory bodies increasingly focus on AI models’ transparency, explainability, and accountability. With a cohesive strategy, organizations can avoid non-compliance, which can lead to penalties, product recalls, or reputational damage, all of which can significantly impact the bottom line and the company’s standing in the industry.

One critical gap is the need for more clarity around how traditional validation approaches apply to AI, particularly for systems that evolve through machine learning. Organizations often need help demonstrating explainability and traceability for AI models, which are critical for regulatory compliance.

Risk Mitigation

AI solutions introduce unique risks like model drift, data bias, and lack of interpretability. For instance, model drift can lead to a decrease in the accuracy of predictions over time, data bias can result in unfair or discriminatory outcomes, and lack of interpretability can make it difficult to understand how the AI system arrived at a particular decision. Validation activities assess and mitigate these risks to ensure the AI system consistently delivers reliable and accurate results. A proactive strategy identifies potential risks early, reducing the likelihood of costly errors or disruptions.

However, a known gap in AI risk management is the underestimation of data-related risks, such as the impact of poor-quality training data or undetected shifts in input data over time. Organizations must continuously develop frameworks to monitor and mitigate these risks throughout the AI lifecycle.

Operational Efficiency

A clear strategy minimizes redundant activities, accelerates project timelines, and reduces overall costs by standardizing AI validation efforts across the organization. It also provides a roadmap for achieving consistent results and supporting continuous improvement initiatives.

A common operational efficiency gap is the lack of automated tools and processes to handle the iterative nature of AI validation. Manual approaches often lead to inefficiencies and increased chances of human error. For example, manual testing of AI models can be time-consuming and prone to oversight, while automated tools can perform these tasks more quickly and accurately, freeing up human resources for more complex validation activities.

Typical AI Validation Procedures

  1. Validation Planning: Define objectives, scope, and responsibilities for AI systems.
  2. Risk Assessment: Evaluate and prioritize AI-specific risks, including bias, data integrity, and cybersecurity.
  3. Requirements Management: Document and trace functional and non-functional requirements, focusing on AI model accuracy, reproducibility, and robustness.
  4. Test Protocols: Develop AI-specific protocols, such as testing model performance on representative datasets and monitoring for model drift.
  5. Change Control: Manage and validate AI model updates or retraining cycles to maintain compliance.
  6. Documentation: Maintain comprehensive records to demonstrate compliance and traceability during audits.

AI Validation Lifecycle Assessment

A validation lifecycle assessment for AI systematically evaluates the organization’s validation practices throughout the AI system’s lifecycle, from planning and design to retirement. It provides insights into gaps and opportunities for improvement.

  • Gap Analysis: Identify discrepancies between current practices and compliance expectations for AI.
  • Process Optimization: Highlight inefficiencies and recommend improvements tailored to AI workflows.
  • Skill Assessment: Evaluate the competency of personnel involved in AI validation activities.

              Steps:

  1. Define Scope: Outline AI systems, processes, and areas to be assessed.
  2. Evaluate Current State: Review existing validation documents, procedures, and training records.
  3. Benchmark Against Best Practices: Compare practices to industry standards and emerging AI guidelines.
  4. Develop Action Plans: Address identified gaps with actionable recommendations.
  5. Monitor and Review: Establish metrics to measure AI system performance and compliance over time.

 Known Gaps

  • AI Expertise: A significant gap exists in understanding AI-specific risks and validation requirements among traditional validation teams.
  • Tool Availability: Many organizations lack access to advanced tools for automating AI validation tasks, leading to resource-intensive processes.
  • Model Explainability: Many organizations lack robust procedures to validate and document the interpretability of AI models, which is critical for both internal understanding and regulatory compliance.
  • Continuous Validation: Unlike static systems, AI models require ongoing validation as they evolve. This necessitates a well-defined and continuous process to address AI’s dynamic nature, demonstrating the ongoing commitment required.

Addressing Gaps

                Skill Development

                Effective AI validation requires specialized knowledge and skills. Organizations should:

  • Provide regular training on AI-specific regulatory requirements and emerging trends.
  • Foster a culture of quality, compliance, and innovation.
  • Invest in certification programs for AI validation professionals.

               Resource Optimization

  • Allocate sufficient budget and personnel for AI validation efforts.
  • Utilize third-party experts for niche areas such as AI explainability and bias analysis.
  • Implement scalable validation tools that address the unique challenges of AI systems.

               Best Practices

  • Standardize templates and processes to ensure consistency across AI solutions.
  • To incorporate diverse expertise, involve cross-functional teams, including data scientists, IT, and quality assurance.
  • Where appropriate, leverage automation tools for AI model testing, monitoring, and documentation.

Conclusion

Creating a robust validation strategy, comprehensive procedures, and lifecycle assessments is crucial for ensuring compliance, operational efficiency, and risk mitigation in the context of AI solutions in the life sciences industry. By proactively addressing gaps in processes, systems, and skills, organizations can maintain the integrity of their AI solutions and uphold the highest standards of quality and compliance. A strategic approach to AI validation safeguards regulatory compliance and enhances organizational resilience, enabling life sciences companies to adapt to evolving regulatory landscapes and technological advancements. As AI revolutionizes the industry, addressing known gaps and implementing robust validation practices will be critical to success.

Shifting Gears in the Digital Age: A Journey of Transformation

Clients trust Genaru AI for our strategic vision and expertise. Our consultants are highly qualified with C-level experience and the necessary skills to take on the challenges of being in the trenches. For this reason, we often play an essential role in leading the transformation journey.

Digital transformation is like embarking on a long, challenging cycling journey through varied landscapes, each representing the different terrains of the digital landscape. Just as cyclists must choose the right bike and gear for their journey, organizations must select the appropriate technologies and tools that align with their strategic goals and operational needs.

Preparing for the Ride

Akin to training and planning for a cycling tour, we assess our client’s capabilities, help set clear objectives, and prepare their teams with the necessary skills and knowledge, ensuring that the journey ahead is manageable and effective in reaching the desired destination.

The Uphill Climb

As the journey begins, you may face an uphill climb, representing the initial challenges of implementing new digital strategies and technologies. This phase requires significant effort and endurance as teams navigate resistance to change, technical complexities, and integrating new systems with existing processes; just like cyclists pushing through the steep inclines, determination, and resilience are required to overcome these early obstacles.

The Summit 

Reaching the summit offers a moment of triumph, akin to successfully integrating a new digital initiative that starts delivering tangible benefits. However, the journey continues. Just as cyclists must then navigate the descent, which requires control, precision, and the ability to adapt to changing conditions, we ensure that our clients can sustain and scale their digital transformations, adapting to new challenges and opportunities that arise.

Flat Stretches 

Just as in cycling, there are flat stretches where you can enjoy the rhythm of steady progress and stability, where digital practices become embedded in operations, delivering consistent value and allowing you to assess progress and plan for the subsequent phases of transformation.

Teamwork

The journey is not a solitary endeavor. Just as cyclists often ride in groups to share the load, offer support, and enjoy camaraderie, successful digital transformation requires collaboration across departments, leveraging collective skills, experiences, and insights to navigate the journey together.

Agility

Finally, just as no two cycling journeys are the same, each organization’s path to digital transformation is unique and shaped by its own goals, challenges, and context. The key to success lies in staying agile, continuously learning, and being willing to adjust the route as new landscapes emerge on the horizon. Like cycling, digital transformation is an ongoing journey of exploration, endurance, and evolution, with each stage offering new opportunities for growth and innovation.

If you want to learn more about how Main and Mission can help you ride to victory, reach out using the form below to request our case study or contact us to begin your digital transformation journey.