Farm Roots, Big Results: How Paul Hadden Scaled a Healthcare Giant

From farm fields to physical therapy clinics, Paul Hadden has built his leadership journey on a foundation of hard work, discipline, compassion, collaboration, and gratitude. We spoke with him about his career scaling Athletico from 4 to 940 locations, how he approaches burnout, and what culture really means in today’s healthcare landscape. 

Q: Could you start with a bit of an introduction? 

Paul Hadden: Sure! I’m a physical therapist and athletic trainer by trade. After undergrad and graduate school, I joined Athletico Physical Therapy. At the time, we were just getting started — only four outpatient clinics. I was fortunate to grow with the company, stepping into clinic manager, then regional director, and eventually Vice President of Clinical Operations. As a VPCO, I oversaw about 56 clinics in downtown Chicago and the northern suburbs — roughly $65 million in revenue. 

 My focus areas were operational leadership, performance, culture, and collaboration. In 2014, we partnered with a private equity group, and again in 2018. By the time I left, we had scaled from 4 to 940 locations. It was a wild, rewarding journey. 

Q: What’s one leadership value that’s stuck with you through all of it? 

Paul Hadden: Discipline. It’s something that’s been with me since childhood. I grew up on a farm, and that environment teaches you discipline quickly. You're at the mercy of weather, animals, seasons — it forces you to develop structure and consistency, even when things are unpredictable. That mindset carried over to how I lead: discipline in how I use my time, how I support others, how I carry myself. 

As a leader, people watch you — whether you realize it or not. I always wanted to be someone they could trust and depend on. Even when everything else is changing, how you show up should be consistent. 

Q: What’s one thing you’ve changed your mind about in leadership? 

Paul Hadden: Collaboration and patience. Early in my career, I thought I had to be fast — take things on, solve problems myself. But I learned the power of slowing down and including others in decisions and projects. More perspectives lead to stronger, more sustainable solutions. Over time, I saw how collaboration doesn’t slow you down — it accelerates trust, innovation, and team resilience. 

Q: What’s one project from your time at Athletico that you’re most proud of? 

Paul Hadden: The Emerging Leaders Program. We built it during a time of rapid growth, especially through acquisitions. We realized we needed to develop internal talent — clinicians who were interested in leadership but didn’t have a path forward. 

The program gave them structure, mentorship, and visibility. It created awareness of what was possible and helped unify our growing team under a shared culture. It’s still going strong, which I’m really proud of. 

Q:What inspired the creation of that program? 

Paul Haddon: It came from necessity. We were acquiring companies, but didn’t have a consistent leadership development structure. A colleague and I sat down, put pen to paper, and designed something we could pilot and scale. 

We weren’t just checking a box — we were embedding culture and leadership into the organization’s DNA. That investment in people — giving them opportunities and creating new energy — really paid off. It also encouraged diversity in thought and experience, which made us stronger overall. 

Q: What kind of impact did it have? 

Paul Hadden: Huge. It made new team members feel like they were contributing right away, not just observing. It fostered inclusion, sparked innovation, and created deeper buy-in. When people see that their input is valued and acted on, they become more engaged and empowered. 

Q: How did you build such high-performing teams during all that expansion? 

Paul Hadden: It started with hiring the right people. I’d always tell candidates, “You should be interviewing us just as much as we’re interviewing you.” It has to be a mutual fit — not just in terms of skills, but also culturally. 

From there, we offered stretch opportunities. I’d ask people, “Are you ready for more?” and often they’d say, “I’m not 100% ready, but I’m willing.” That’s the sweet spot. We mentored intentionally, went slow with development, and gave them space to grow with support. 

Q: What’s your secret to strong cross-functional collaboration? 

Paul Hadden: Leave your ego at the door. You don’t need to be the smartest person in the room. My role was often to facilitate — get people talking, connecting ideas, building something together. 

When people know their peers had a say in a project, they trust it more. Rollouts go smoother. Adoption is stronger. The best outcomes come from collective ownership. 

Q: How did you maintain clear communication as the team scaled and shifted to remote/hybrid work? 

Paul Hadden: Consistency and intentionality. During the COVID-19 pandemic, our clinicians continued to treat patients in person, so we really leaned into listening. We established a burnout task force to gather feedback and take action on it. That cycle — listen, act, follow up — was critical. People want to feel heard. When they saw their feedback turning into real changes, it boosted trust and morale. 

Q: As a leader, how do you help reduce burnout? 

Paul Hadden: You have to be present. I spent time in clinics, talking to the people delivering the service. Our “product” wasn’t a widget — it was our care, our service, our connection. That’s why we built a burnout task force made up of people in the trenches. 

They knew the pain points firsthand and could help create real, lasting solutions. When teams feel valued and part of the solution, they tend to stay. They contribute more. And they feel like they matter because they do. 

Q: What kind of work excites you most in this next chapter? 

Paul Hadden: Leading and supporting teams through growth or even in “maintenance mode” in a way that’s sustainable and meaningful. Whether I’m mentoring, facilitating, or just being a reliable teammate, I want to bring out the best in people. Trust and inclusion are everything. Culture isn’t always measurable, but it’s deeply felt. And when culture is strong, people stay, grow, and thrive. 

Q: What’s one habit or routine that keeps you performing at a high level? 

Paul Hadden: Two, actually. I’m a spiritual person, and I make a point to stay grounded. And I prioritize fitness. As a physical therapist, I understand the importance of taking care of my body. Mind, body, and spirit are all connected. When I take care of myself, I show up better for others. I was up at 5:20 this morning to work out. It’s second nature now. 

Rapid Fire Round  

First job ever: Working on the farm. Then, at a butcher shop in the winter. 

Favorite book or podcast right now: Outlive by Peter Attia, focused on longevity and physical health. 

Go-to breakfast: Protein smoothie, five to six days a week. 

Something people are often surprised to learn: I’ve worked with three U.S. national teams —volleyball, soccer, and rugby —and traveled internationally with them. 

A skill you’ve always wanted to learn: Playing guitar or piano. I’ve dabbled, but my wife and kids remind me I’ve got a ways to go! 

Favorite Chicago restaurant: Bavette’s in River North. Amazing French-inspired steakhouse. You can bring your own wine; the “corkage fee” is pouring a glass for another guest. 

Ideal day off: Staying active with my kids, doing woodworking or projects around the house, then winding down with friends and family. Life moves fast, and I try to slow it down where I can.