For Drew Bender, OTD, CHT, occupational therapy became a calling long before he knew the name of the profession. Today he serves as a regional director and certified hand therapist at ProRehab in Evansville, Indiana, a role that blends hands-on patient care with high-level leadership across multiple clinics.
"I'm grateful I have the opportunity to make an impact on another human being every single day," he said. "That connection is what keeps me here."
A Purpose Found Through People
Bender didn’t initially plan to become an occupational therapist. A multi-sport athlete, he imagined a future in physical therapy until a change of college plans introduced him to OT.
“I started reading about OT and thought, this is really cool. I could still do orthopedics and upper-extremity sports. It felt right.”
His coursework in psychology, anatomy and human behavior clicked instantly. OT aligned with both his intellectual curiosity and his natural instinct to understand people beyond their injuries.
That focus on connection still drives his clinical work today.
“You’d be surprised how many times the real issue isn’t the referring diagnosis,” he said. “There’s a lot going on behind the scenes for every patient.”
Developing Expertise in Upper-Extremity and Orthopedic Care
At ProRehab, Bender treats a wide range of upper-extremity conditions:
- Postoperative rotator cuff repairs
- Hand, wrist and elbow injuries
- Throwing-related sports injuries
- Fractures, tendon repairs and youth orthopedic injuries
- Chronic hand and elbow pain
Working in a physician-owned practice that collaborates closely with about 20 local surgeons means fast-paced communication and rapid clinical decision-making.
He maintains a full caseload of 40 to 50 patients weekly while supporting the development of 11 OTs and overseeing five additional locations.
"I'm science-driven. I'm curious. I love learning," he said. "We're always discovering more about the body and how to help it heal."
How Advanced Training Shaped His Path into Occupational Therapy Leadership
Bender's leadership trajectory emerged early in his career, supported by mentors and formal training programs. Evidence In Motion (EIM) played a significant role in that development.
Three years after graduating, he completed a post-professional doctorate (OTD) through a partnership with Rocky Mountain University of Health Professions.
He initially explored MBA programs but found they lacked the health care specific focus he wanted. The doctorate offered multiple elective tracks in orthopedics, geriatrics, leadership and management, allowing him to shape his education around both clinical and administrative goals.
"They pitched the management track almost like a health care MBA," he said. "It was right up my alley."
Shortly afterward, he was selected to complete EIM's Executive Program in Private Practice Management, a yearlong leadership curriculum for emerging clinical managers.
During this time, organizational turnover at his clinic created an unexpected leadership opening. His supervisor encouraged him to step in.
"She said, 'I see the oak tree in the acorn.' I didn't think I had what it took. I was managing people twice my age," he recalled. "But I was up for it."
With mentorship, executive training and clinical expertise, Bender grew into a regional leadership role while remaining committed to direct patient care.
Leading With Empathy, Mentorship and Clinical Reasoning
Bender's leadership philosophy centers on human connection, curiosity and evidence-based decision-making. He supports clinicians in navigating documentation, workflow demands, surgeon-integrated schedules and the demands of fast-paced outpatient care.
"You guys are fooling yourselves if you think all we're doing is orthopedic rehab," he often tells his team. "You help people more than you know."
He believes the relational nature of OT is irreplaceable, even in an AI-driven era.
"AI will never take over what we do because there's so much value in human connection through conversation and touch," he said.
Why Leadership Didn't Pull Him Away From OT — It Deepened It
Seventeen years into practice, Bender still sees past patients around town, many returning simply to say thank you. OT, he says, sharpened his diagnostic instincts and expanded his ability to support people on every level.
"Surgeons will say, 'Go see therapy, they'll figure it out,' when imaging doesn't show anything," he said. "OT has made me better at getting to the root cause."
If he hadn't become an OT, he believes he might have become a surgeon, but occupational therapy, he adds, would have made him a better one.
"I landed in the perfect spot. I wouldn't go back and do anything different."
FAQ
What does occupational therapy leadership involve?
Occupational therapy leadership blends clinical expertise with team development, operational management, patient advocacy and strategic decision-making. Leaders guide clinical teams, oversee care quality, manage workflow challenges and support clinicians through mentorship and training.
What skills are essential for leadership in occupational therapy?
Key skills include clinical reasoning, communication, emotional intelligence, adaptability, operational awareness and the ability to support both patients and staff in high-pressure environments.
Is an OTD necessary for OT leadership roles?
An OTD is not required but can be valuable. It expands academic, clinical and administrative readiness, particularly for those pursuing management or director-level positions.
Why is human connection so important in OT?
Occupational therapy relies on understanding the patient's life context, goals and daily challenges. Bender believes this therapeutic relationship is irreplaceable and central to meaningful rehabilitation.