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Paul Arrendell Calls for Smarter Systems and Stronger Mentorship in Healthcare Manufacturing

Industry Veteran Featured in New Interview Urges Young Engineers to Lead with Ownership and Curiosity

SAN ANTONIO, TX / ACCESS Newswire / August 6, 2025 / With over three decades of experience in quality and engineering leadership, Paul Arrendell is using his recent interview - "Paul Arrendell's Journey: From Choir to Chief Quality Officer" - to spotlight an urgent issue in healthcare manufacturing: the need for better-designed systems and stronger mentorship for the next generation of engineers.

Arrendell's career has spanned roles at industry giants like Abbott Diagnostics, Wright Medical, KCI Medical, and Becton Dickinson (BD). His influence reaches across the medical device and diagnostic industries, where system failures are more than technical glitches - they can impact lives.

"I didn't want to just fix broken parts," Arrendell says in the interview. "I wanted to fix broken processes."

That mission has defined his work, especially as healthcare technology grows more complex and globally regulated.

Why Strong Systems Matter More Than Ever

According to the FDA, nearly 17,000 medical device recalls occurred between 2003 and 2022, many linked to process or quality control failures. In today's globalized healthcare market, devices and diagnostics must meet diverse standards and perform consistently across borders.

"You can't rely on luck," Arrendell explains. "You need a system that predicts problems before they happen-and a team that knows how to respond when they do."

His leadership at BD involved managing compliance and quality across dozens of countries, navigating different cultures, languages, and healthcare regulations. Arrendell argues that scalable systems must be flexible, not rigid - and that begins with human-centered design and consistent mentorship.

Mentorship: The Missing Piece in Many Engineering Careers

Alongside his executive roles, Arrendell serves on the College of Engineering Advisory Board at the University of Texas at Arlington, his alma mater. There, he helps shape curriculum and offers real-world advice to aspiring engineers.

"There's a myth that leadership is about knowing everything," he says. "It's not. It's about building systems that learn, and people who feel safe asking questions."

In an era where STEM burnout and lack of guidance derail early careers, mentorship matters. A recent IEEE study found that over 60% of young engineers leave the profession within the first 5 years, often citing lack of support and unclear pathways for advancement.

Arrendell believes industry veterans have a responsibility to share what they've learned. "If I can help someone avoid the mistakes I made-or see the big picture a little sooner-it's worth it."

A Unique Path: From Choir to Chief Quality Officer

One of the most compelling parts of Arrendell's story is his unexpected journey. As a student, he balanced a rigorous engineering schedule with creative outlets like A Cappella Choir, Jazz Band, and Marching Band. He credits those experiences with teaching him collaboration and timing - skills that later helped him lead large teams under pressure.

"Student Congress was where I learned how to listen and lead without needing to shout," he says. "That stayed with me."

His balanced approach to leadership - technical discipline paired with emotional intelligence - has been key to his success and to earning recognition, including features in Fortune Magazine and honors like Top Chief Quality Officer of the Year.

What Professionals Can Do Now

Arrendell's message isn't just for executives - it's for anyone working in regulated industries, especially healthcare.

He encourages professionals to:

  • Review your systems, not just your results - Are failures being tracked and learned from?

  • Invest time in mentoring - One conversation can change someone's entire career.

  • Lead with calm, not control - "Systems break. People panic. Leaders stay," he says.

Arrendell's career proves that great systems don't start with perfection - they start with curiosity, responsibility, and the courage to improve. His story is a reminder that whether you're building a machine, managing a team, or mentoring a student, the goal is the same:

"Build systems that work. And build people who care."

For those in the medical device space and beyond, it's a call to lead smarter-and help others do the same.

To read the full interview, visit the website here.

Contact:

info@paularrendell.com

SOURCE: Paul Arrendell



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