Paul Arrendell is an experienced quality and engineering manager with more than 30 years of experience shaping the medical device and manufacturing industries.
His career included leadership positions 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 all markets.
A graduate of the University of Texas at Arlington, Paul earned both his bachelor’s and master’s degrees in mechanical engineering, specializing in automatic control systems. His sound technical precision, coupled with a lifelong interest in teamwork and music, taught him the importance of structure and harmony – qualities that continue to define his leadership today.
Paul is known for his calm, systematic approach to problem solving. “I don’t just want to fix broken parts,” he says. “I want to fix broken processes.” His work has been recognized by Fortune Magazine, the International Association of Top Professionals, and he was named one of the Top 25 Healthcare Technology Leaders in San Antonio.
In addition to his professional achievements, Paul serves on the Advisory Board of the College of Engineering 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: Technical quality, mentorship and importance
Q&A with Paul Arrendell
What originally inspired you to study engineering?
I’ve always been fascinated by how things work – both mechanically and socially. As a student at the University of Texas at Arlington, I was 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 technology 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. As part of the student congress, I learned how to communicate and lead collaboratively. They learn that leadership is not about having the loudest voice, but about listening. These lessons later helped me when I started leading various teams in technical environments.
You have worked with big names in medical technology. How did you get into the industry?
After completing my studies, I moved to Wright Medical. There I saw what impact technical decisions can have on people’s health. Over time, I became more and more interested in the systems behind the products – the processes that ensure everything works securely and consistently. That led me to quality management.
What is the biggest challenge in leading global quality systems?
Complexity. At Abbott Diagnostics and later Becton Dickinson, I led teams in dozens of countries. They reconcile 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 the way we approach quality and compliance. But at the same time, the fundamentals haven’t changed – clarity, consistency and accountability are still most important. The tools evolve, but the mindset needs to stay grounded.
What role does mentoring play in your career?
A big one. I have had incredible mentors and feel a responsibility to pay that forward. Serving on the College of Engineering Advisory Board at UT Arlington allows me to mentor students who are just starting out. I tell them, “Leadership isn’t about knowing everything – it’s about building systems that learn.”
What advice would you give to young engineers today?
Don’t strive for perfection, strive for progress. If something breaks, don’t blame it. Fix it, learn from it and move on. This is how you grow.
How do you stay grounded after so many years in demanding positions?
Routine helps. I start my morning quietly and think about what needs my attention before the day begins. Music is still part of my life – it helps me rethink and think clearly. And when I spend time mentoring others, I remember why the work matters in the first place.
What trend in engineering or healthcare are you most excited about?
I’m fascinated by adaptive quality systems – platforms that can analyze performance in real time and learn from user data. It is the future of reliability and security. But human insight must still lead the way. The best systems are those that work with people, not around them.
You have often said, “Systems collapse, people panic, leaders stay.” What does this mean for you?
It’s about serenity. No matter how advanced the system is, at some point something will fail. What defines a leader is his reaction. Staying calm will help you find clarity, fix the problem, and prevent it from happening again.
What do you hope your legacy will be?
That I built long-lasting systems – and helped the people who ran them grow. Success is temporary; The effect lasts longer.
