Holding Complexity with Clarity and Courage
Trium's newest Partner, Stephanie, on finding her people, taking up more space, and why CEOs are carrying more than ever before…
We’re thrilled to welcome our newest Partner, Stephanie Soler, to Trium—a seasoned coach, interdisciplinary thinker, and trusted advisor to leaders navigating their most pivotal moments. In this conversation, Stephanie opens up about her path to Trium, the season of life she’s stepping into, and what she’s learning—about herself, about leadership, and about the impossible expectations placed on today’s CEOs.
Why Trium? Why now?
For the last 14 years, I’ve had my dream job. I built a coaching practice I love. I’ve worked with incredible clients. And I’ve done it on my own, which gave me the freedom to structure my life around what mattered most—especially as a parent.
Recently, something shifted. My son launched into adulthood. I turned 50. And I realized I had more space and capacity than I’d had in decades. I started to ask myself: What do I want to do with all of this energy, wisdom, and experience?
When Trium came into the picture, it just made sense. I’ve always been drawn to the intersection of strategy and soul—of consulting and coaching. Trium lives at that intersection. It’s a place full of people like me: curious, rigorous, generous, and constantly evolving. I felt like I’d found my people.
What season are you stepping into—and how are you feeling about it?
It feels like a season of integration. Of taking everything I’ve done and learned and putting it to its fullest use. And also—a season of relationship.
Right after my birthday, I went to The Integrity Bootcamp with the Conscious Leadership Group. One of the exercises was about getting in touch with your deepest longing. Mine? To be in deep relationship. That surprised me, because I’ve been working solo for so long – I’ve prided myself on my independence. But I realized that while I long for connection, I haven’t always structured my life to allow for it.
Trium is a step toward changing that. I already feel so supported and held here—and that’s both amazing and uncomfortable. I’m used to doing things myself. Being part of a team like this is new terrain.
What are you nervous about?
I had a huge realization at that bootcamp: I don’t easily access fear. It wasn’t modeled for me growing up, and somewhere along the way, I internalized the belief that being afraid wasn’t acceptable.
That mindset has served me in some ways—I can be bold, courageous, willing to take risks. But it’s also meant I’ve sometimes skipped past the truth of what I’m feeling. The truth is: I have very high hopes for what Trium can be for me, and I’m nervous it won’t live up to those hopes. I hold myself—and the people and places I care about—to very high standards. That’s exciting… and a little scary.
What do you hope to learn from your clients in this next chapter?
I’ve always been fascinated by the different “types” of coaches. There are former CEOs turned coaches, psychologists turned coaches, and consultants turned coaches—the last of which is closest to my lane.
With that being said, my approach is a mosaic informed by my vast personal and professional experiences - there’s something unmistakably valuable about the deep inner work, too.
I’m also not wedded to any one way. I’ve seen so many different models, styles, and philosophies. My gift is pattern recognition—I bring instincts, but I’m not attached to being right. I won’t sail the boat for you, but I’ll teach you how to sail.
What I love learning from clients—especially CEOs—is how they balance knowing and not knowing. The best leaders are grounded in their convictions and open to being influenced. I want to keep learning from people who embody that paradox.
What’s different about being a CEO today vs. 10 years ago?
It’s hard to overstate how much the role has evolved. We’re living in a time of fragmentation—people are less connected to communities, religious institutions, and even each other. Many are working remotely, spending more time alone. And so, consciously or not, they look to their CEOs to fill the void.
Today’s leaders are expected to be business leaders, yes—but also spiritual leaders, moral compasses, emotional anchors, community builders. It’s an impossible ask. And most CEOs didn’t sign up for it.
My advice? Start by validating that it’s hard. Get clear on what you authentically care about and what roles you can truly play. Don’t overextend yourself trying to be everything. But do commit to showing up where it matters most.
What are you most proud of?
My personal resilience. I had a lot put on me very early in life. And I wasn’t ready for it—but I didn’t get the message that it was okay not to be ready. I see that same dynamic in many early-stage CEOs. They’re brilliant and capable… and also scared and unsure. I have deep empathy for that tension.
I’m also proud of the work I’ve done on myself. I once told a dear friend of mine who I not-so-secretly admire and respect, “I’m not envious of your success, I’m envious of the self-work you did to get there.” She inspired me to do deep inner work. Because the truth is, the ROI on personal growth is exponential. The more you do the work, the more space you take up in the world.
What does “taking up more space” mean to you now?
It means letting myself be seen. I’ve never done marketing. I’ve never done outbound business development. I’ve always believed: if you’re really good, the work will come to you.
There’s some truth in that. But there’s also some fear—of rejection, of being too much, of being vulnerable. I’m learning to hold both truths. I want to take bigger swings. Even in these first few weeks at Trium, I’m already noticing the stretch—putting myself out there in new ways, trusting the team to hold me, and feeling the discomfort of growth.
Welcome to Trium, Stephanie. We’re honored to walk beside you.
So beautifully and vulnerably said. Thank you Stephanie. Trium is fortunate to have drawn you away from your private practice.