Reporting into the wrong person - how do I suggest a restructuring?
This may be an odd ask to some of you, but I don't know where else to turn. Here's the background:
I'm the Head of Quality in a very small, pre-IPO startup in pharma/biotech. FDA regs require that the Quality Unit is autonomous and independent, and resourced appropriately for the work that they do. This is specifically to ensure any quality issues with drugs aren't ignored and sent to clinics or on the commercial market without Quality approval. Those same regs also require that a person with the right combination of experience, training and education must be in a position that is commensurate with that experience. So for instance, someone who is in charge of finance can't also be in charge of drug release. Just like you wouldn't let your car mechanic do a root canal. The background and skillset doesn't match.
So here's my situation: I am the head of my function. I am the only person at the company with this experience, which was why I was hired. I have proposed a plan to implement the overall Quality program, which includes a resource plan.
I am also reporting into someone who knows nothing about what I do and second-guesses my decisions. I am literally reading directly from regulations, and this is happening on a constant basis. The role I'm in at a startup, normally reports to the CEO, as that person has ultimate accountability. But due to her lack of (obvious) bandwidth, she won't bring me on as a direct report. Her direct report is my boss. I was hired by someone entirely different, who is no longer with the company.
Here's the thing: I'm not the only one who thinks I'm reporting into the wrong person. All of the other functional heads have advocated for me (I only found out about this last week) to be on the sr. leadership team to no avail. It has been suggested by one of those peers to ask for a reassessment of reporting structure during my year end review.
So long story short, here's my question:
How do I do this without being fired?