Veteran engineering and quality executive Paul Arrendell is using his recent in-depth interview—“Paul Arrendell’s Journey: From Choir to Chief Quality Officer”—to raise awareness about the power of practical systems thinking, mentorship, and emotional clarity in high-stakes industries like healthcare manufacturing.
With over 30 years of experience leading global quality and regulatory teams at companies such as Becton Dickinson, Abbott Diagnostics, Wright Medical, and KCI Medical, Arrendell brings a grounded voice to the conversation on what truly sustains operational excellence.
“I didn’t want to just fix broken parts,” Arrendell says in the feature. “I wanted to fix broken processes.”
Why This Matters
According to the FDA, over 17,000 medical device recalls occurred between 2003 and 2022, with the majority tied to quality system breakdowns—not faulty designs. Arrendell warns that these failures are often rooted in rushed decisions, unclear documentation, or lack of human insight.
“You can’t rely on luck. You need a system that predicts problems before they happen—and a team that knows how to respond when they do.”
His message isn’t just for executives. It's for frontline workers, engineers, and team leads who make daily decisions with real-world impact.
The Hidden Power of Systems Thinking
In the interview, Arrendell describes small, practical habits—like daily triage of urgent, systemic, and personal issues—as his way of staying clear-headed and focused.
“Every day, I write down three problems: one urgent, one systemic, and one personal. That’s how I keep balance,” he explains.
He also encourages professionals to audit failure logs weekly—across departments—not to place blame, but to spot patterns.
“Reviewing failure data that isn’t your own? That’s where real learning begins.”
A Call for Mentorship and Human-Centered Leadership
Arrendell, who sits on the College of Engineering Advisory Board at the University of Texas at Arlington, emphasizes the importance of mentoring younger engineers, especially in industries with high regulatory pressure.
“There’s a myth that leadership is about knowing everything. It’s not. It’s about building systems that learn, and people who feel safe asking questions.”
This philosophy, he believes, will help the next generation lead with resilience rather than fear—and solve problems before they escalate.
What You Can Do Today
Arrendell offers a simple challenge for professionals in any industry:
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Audit one recurring task this week. Ask: is this system designed, or is it just habitual?
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Mentor one younger colleague. Don’t give advice—ask questions and listen.
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Review one failure you didn’t cause. What could have prevented it?
“Build better systems. Support the people who run them. That’s how we move forward,” he concludes.
To read the full interview, visit the website here.
About Paul Arrendell
Paul Arrendell is a mechanical engineer and global quality executive with more than 30 years in the medical device and manufacturing industries. Known for his systems-first approach to leadership, he has been recognized by Fortune Magazine, named among San Antonio’s Top 25 Healthcare Technology Leaders, and honored as Top Chief Quality Officer of the Year. He continues to mentor engineers and advise on engineering education at UT Arlington.
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