Turning Tragedy Into Triumph: Armando Contreras’ Journey to Rebuilding UCP Into a 200,000-Family Movement

Armando Contreras, President and CEO of United Cerebral Palsy (UCP), embodies the transformative power of turning personal adversity into purposeful leadership. Born in the same hospital where his father fought for life after a devastating accident that left him permanently disabled, Contreras witnessed firsthand how systems often fail those who need support most. With two cousins later diagnosed with cerebral palsy, his family’s journey through disability challenges became the foundation for his unwavering commitment to inclusion and accessibility.

When Contreras assumed leadership of UCP in 2017, the organization teetered on the brink of bankruptcy, mere hundreds of thousands of dollars from collapse. Today, under his visionary guidance, UCP has emerged as a powerhouse serving approximately 200,000 children and adults annually through a comprehensive network of over 55 affiliates nationwide, providing everything from early intervention therapies to workforce support and independent living services.

In an exclusive interview with Entrepreneur Loop, Contreras shares the remarkable transformation story of both his personal journey and UCP’s organizational turnaround, revealing how authentic leadership rooted in lived experience can drive extraordinary change in mission-driven organizations.

1. Could you start by introducing yourself and telling our Entrepreneur Loop readers about your unique personal connection to United Cerebral Palsy and how it shaped your journey as a leader?

I’m Armando Contreras, President and CEO of United Cerebral Palsy (UCP), and my mission is deeply connected to my personal journey. I was born just floors away from my father, who was fighting for his life after a devastating crash that left him permanently disabled. Growing up in a household impacted by disability and hardship, I experienced firsthand how often systems fail the very people who need the most support.

Two of my cousins were later diagnosed with cerebral palsy, which deepened my understanding of the challenges families face when navigating a complex and overwhelming system. These experiences inspired me to commit to creating meaningful change. They didn’t just shape my values; they influenced how I lead and serve my community. I act with compassion, resilience, and a steadfast belief that everyone deserves to live a life without limits.

Leading UCP today is more than a title for me; it’s a mission driven by my personal experiences and a vision to build a more inclusive future for all.

2. Your origin story is remarkable – being born in the same hospital where your father was recovering from a life-changing accident. How did this early exposure to disability and hardship influence your entrepreneurial mindset and approach to problem-solving?

From an early age, I understood resilience not as a concept, but as a necessity. Growing up in a home shaped by adversity taught me to lead with both empathy and creativity. Having witnessed these challenges firsthand, I don’t just see problems; I see the human impact behind them.

That perspective drives me to create solutions that are not only effective and sustainable but also rooted in compassion. My entrepreneurial mindset is built on the belief that real change happens when we design systems that meet people where they are. At UCP, this means reimagining support services and advocating for inclusion so every person, regardless of ability, has the opportunity to live a life without limits.

3. When you took over as CEO in 2017, UCP was facing near bankruptcy. What were the first strategic moves you made to turn the organization around, and what entrepreneurial principles guided your transformation strategy?

When I took over as CEO in 2017, UCP was just a few hundred thousand dollars away from bankruptcy, which meant every decision mattered. Before we could tackle the numbers, I knew we had to bring people back together, restore confidence, and remind everyone of our shared mission.

From there, I focused on strengthening our financial position, implementing cost-saving measures while also building stronger partnerships with corporate supporters and individual donors. It was equally important to rebuild trust with our board of trustees and affiliates. Together, we reinforced our mission and set ambitious yet achievable goals to give people a clear vision for the future.

What guided me through the process were the same principles I’ve always lived by: listen first, act decisively, and never lose sight of the human impact behind the work. This wasn’t just about finances; it was about sparking a cultural transformation for UCP and its people. We turned a crisis into an opportunity to grow, and today we proudly serve approximately 200,000 families nationwide.

4. UCP now serves approximately 200,000 families annually through your affiliate network. How did you scale operations while maintaining quality and consistency across such a large, distributed organization?

Scaling UCP to serve approximately 200,000 families each year was not just about growing bigger; it was about growing stronger. We began by listening, engaging directly with affiliates, families, and partners to understand their needs and rebuild momentum together. From there, we built a culture of possibility, focused on collaboration, and soon saw our mission grow stronger. That collective confidence became the powerhouse of our expansion.

At the same time, we struck a balance between national strategy and local flexibility. I set a clear direction rooted in our values while giving affiliates room to adapt to their communities. Through open communication, trust, and accountability, we ensured our impact grew while keeping quality and consistency at the heart of everything we do.

5. Having personal experience with disability in your family, how does this inform your leadership style and decision-making process at UCP?

Having lived with disability in my family, I grew up with a front-row seat to both resilience and the many ways systems can fall short. My father’s disability, along with my cousins’ diagnoses, taught me how often families are left to fight for support on their own. Those experiences keep me grounded in empathy and committed to the values I lead with every day.

As a leader, I don’t just see numbers or policies; I see the children and families behind them. My decision-making is rooted in compassion and in ensuring every choice aligns with UCP’s mission of inclusion. I lead from a place of shared struggle and shared understanding, with the belief that no one should have to face those challenges alone. That personal connection builds trust and shapes the future of UCP.

6. How do you approach fundraising and building partnerships, especially when working with stakeholders who may not have direct experience with disability services?

For me, fundraising and partnerships always start with connection and education. Many people don’t have direct experience with disability, and it’s common to come in with misconceptions, like thinking disability means limitation or that UCP only serves people with cerebral palsy. Those conversations are opportunities to reframe the narrative and highlight the strength, creativity, and value people with disabilities bring to every community.

Once that understanding is there, it becomes about building partnerships rooted in shared values. Inclusion isn’t just an act of service; it’s about creating stronger schools, workplaces, and neighborhoods for everyone. When stakeholders see that our mission lifts entire communities, not just individuals, they recognize the true impact of joining this movement.

7. What advice would you give to other social entrepreneurs who are trying to scale mission-driven organizations while maintaining their core values?

My advice is simple: listen first, lead with your heart, and never grow at the expense of your mission. Scaling can be exciting, but staying true to your purpose is what creates a clear and sustainable path forward. At UCP, we bring affiliates, families, partners, and friends into the process so that strategies are shaped together and growth happens together. That kind of collaboration builds trust, and trust is the foundation of lasting impact.

To other social entrepreneurs, I’d say: measure success not only by size, but by how deeply you hold your values and how powerfully you change lives.

8. Looking ahead, what’s your vision for the future of disability support in America, and how is UCP positioned to lead that change?

My vision for the future of disability support in America is that it becomes something families can rely on without a constant fight, woven seamlessly into schools, workplaces, and neighborhoods. That means expanding early detection and intervention so children get the right support at the right time, and ensuring opportunities for inclusion exist at every stage of life.

UCP is positioned to lead that change because of both our national reach and our local impact. With more than 55 affiliates embedded in communities across the country, we meet families where they are and deliver the support they deserve. At the heart of it all is our mission: building a future where no one is left behind because of their disability.

9. For aspiring entrepreneurs reading Entrepreneur Loop, what key lessons from your journey – both personal and professional – would you want them to take away?

One of the biggest lessons from my personal journey is that leadership isn’t about holding a title; it’s about showing up. When you show up consistently and stay true to your values, you earn the respect of those around you far more than a title ever could. Through my family’s experiences, I’ve learned what true resilience looks like, and that keeps me grounded and focused on my purpose.

Professionally, I’ve learned that the first step to any transformation is listening. When I became CEO, UCP was on the brink of bankruptcy. What turned things around wasn’t just financial restructuring: it was listening, uniting people, and rallying around our shared mission and vision.

Lasting impact comes from holding onto your values, leading with confidence, and staying true to yourself. That’s the foundation for creating change that endures.

Armando Contreras’s story exemplifies how entrepreneurial leadership in the social sector requires more than business acumen—it demands authentic connection to mission, unwavering resilience, and the courage to transform crisis into opportunity. His journey as a child witnessing systemic failures to becoming a CEO rebuilding an organization serves as a powerful reminder that the most impactful leaders often emerge from the communities they serve. As UCP continues expanding its reach while deepening its impact, Contreras proves that when personal purpose aligns with organizational mission, extraordinary transformation becomes not just possible, but inevitable.