One approach is to have Quality Control report to the Product Manager, who reports to Business Development. This might be doubly beneficial since it could help reign in promises that don't align with proven product direction. Also, what many companies call "QA" is really just QC, that is, checking the outputs. Quality Assurance is focused the production process itself, that developers are properly trained and that development/testing processes are competent.
One approach I've seen at Microsoft is to have Product Management, Engineering and QA report to the General Manager. It seemed like a very good solution to empowering QA. I'm guessing that structure evolved because of the need to ensure that Windows worked on a vast variety of plaforms.
