Paul Arrendell is a seasoned quality and engineering executive with more than 30 years of experience shaping the medical device and manufacturing industries.
His career has spanned leadership roles at Abbott Diagnostics, Wright Medical, KCI Medical, and Becton Dickinson, where he developed global quality systems and regulatory strategies that improved product safety and efficiency across markets.
A graduate of the University of Texas at Arlington, Paul earned both his bachelor’s and master’s degrees in Mechanical Engineering, specialising in Automatic Control Systems. His foundation in technical precision, combined with a lifelong interest in teamwork and music, taught him the importance of structure and harmony—qualities that continue to define his leadership.
Paul is known for his calm, systematic approach to solving problems. “I don’t just want to fix broken parts,” he says. “I want to fix broken processes.” His work has been recognised by Fortune Magazine, the International Association of Top Professionals, and he was named one of San Antonio’s Top 25 Healthcare Technology Leaders.
Beyond his professional achievements, Paul serves on the College of Engineering Advisory Board at UT Arlington and mentors young engineers entering the field. His leadership philosophy is simple: build systems that work and support the people who run them.
Paul Arrendell: Engineering Quality, Mentorship, and Meaning
Q&A with Paul Arrendell
What first inspired you to pursue engineering?
I’ve always been drawn to how things work—both mechanically and socially. As a student at the University of Texas at Arlington, I was just as passionate about performing in the A Cappella Choir and Jazz Band as I was about studying control systems. Music taught me timing and precision, and engineering gave me the tools to apply that thinking to real-world challenges.
How did your early experiences shape your approach to leadership?
University life was a mix of creativity and structure. Being part of Student Congress taught me how to communicate and lead collaboratively. You learn that leadership isn’t about being the loudest voice—it’s about listening. Those lessons helped me later on when I began managing diverse teams in technical settings.
You’ve worked with major names in medical technology. How did you get started in the industry?
After finishing my degree, I joined Wright Medical. It was there that I saw how much impact engineering decisions could have on people’s health. Over time, I became more interested in the systems behind the products—the processes that ensure everything works safely and consistently. That’s what led me into quality management.
What’s the biggest challenge in leading global quality systems?
Complexity. At Abbott Diagnostics and later at Becton Dickinson, I managed teams across dozens of countries. You’re balancing different regulations, cultures, and expectations. The key is to design systems that are flexible enough to adapt but strong enough to maintain integrity. You can’t rely on luck—you need processes that anticipate problems before they happen.
How has the industry changed over the years?
Technology has accelerated everything. Artificial intelligence and predictive analytics are changing how we approach quality and compliance. But at the same time, the fundamentals haven’t changed—clarity, consistency, and accountability still matter most. The tools are evolving, but the mindset must stay grounded.
What role does mentorship play in your career?
A big one. I’ve had incredible mentors, and I feel a responsibility to pass that forward. Serving on the College of Engineering Advisory Board at UT Arlington allows me to guide students who are just starting out. I tell them, “Leadership isn’t about knowing everything—it’s about building systems that learn.”
What’s one piece of advice you’d give young engineers today?
Don’t chase perfection—chase progress. When something breaks, don’t blame. Fix it, learn from it, and move on. That’s how you grow.
How do you stay grounded after so many years in high-pressure roles?
Routine helps. I start my mornings quietly, reviewing what needs attention before the day begins. Music is still part of my life—it helps me reset and think clearly. And spending time mentoring others reminds me why the work matters in the first place.
What’s one trend in engineering or healthcare that excites you most?
I’m fascinated by adaptive quality systems—platforms that can analyse performance in real time and learn from user data. It’s the future of reliability and safety. But human insight still needs to lead the way. The best systems are those that work with people, not around them.
You’ve often said “systems break, people panic, leaders stay.” What does that mean to you?
It’s about composure. No matter how advanced the system, something will eventually fail. What defines a leader is how they respond. Staying calm allows you to find clarity, fix the problem, and prevent it from happening again.
What do you hope your legacy will be?
That I built systems that lasted—and helped people who ran them grow. Success is temporary; impact lasts longer.
Read more:
Paul Arrendell: Engineering Leadership with Purpose
