Sol Mardones

Strategic Leader  |  Chief Growth Officer

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Solange (Sol) Mardones is the Chief Growth Officer at Smiling Mind, where she leads growth, engagement and sustainability across brand, partnerships, fundraising and communications. As a member of the executive leadership team, she plays a key role in shaping and delivering the organisation’s strategic direction through collaborative leadership across strategy, governance, people and culture, and resource management.

Sol has over 20 years’ experience across marketing and communications, strategic planning, fundraising and business development, with a career spanning the not-for-profit, education and social enterprise sectors. She is known for her consultative leadership style, strong strategic thinking, and ability to translate purpose into clear priorities and action.

At Smiling Mind, Sol has led the organisation’s rebrand, strengthened its approach to advocacy, stakeholder and public engagement, and driven a shift toward diversified and sustainable income streams. Sol’s career has focussed on building strong partnerships, embedding insight-led decision making, and ensuring growth strategies deliver measurable outcomes and long-term impact for people and communities, including those affected by dementia and discrimination, family violence, barriers to education, and, most recently, children and families.

Prior to Smiling Mind, Sol held senior leadership roles at Dementia Australia and Victoria University Polytechnic, where she led large-scale marketing and engagement strategies, supported organisational transformation, and delivered growth through digital-led, insight-driven approaches.

Sol has also served as a Board Director at GenWest (Women’s Health West), contributing to governance, risk and organisational strategy. She thrives in values-led environments and is passionate about building psychologically safe teams, mentoring emerging leaders, and designing systems and strategies that support both social impact and long-term sustainability.

Sol in the Loop

Sol's Mentoring Story

My approach to mentoring is grounded in curiosity, trust and systems thinking. I don’t see mentoring as giving answers, I see it as creating the conditions where people feel safe enough to think more clearly, ask better questions and make braver decisions.
Early in my career, I benefited from mentors who didn’t try to shape me into their version of a leader. Instead, they helped me understand how organisations really work, the formal structures, the informal power, and the human dynamics underneath. That insight changed the way I lead. It taught me that sustainable impact doesn’t just come from hard work, but from aligning people, purpose and systems.
When I mentor, I focus on helping people connect their values to their work, and their work to the broader system they operate within. We often unpack questions like: What problem are you really trying to solve? Where do you have influence, and where don’t you? What trade-offs are you making, consciously or unconsciously?
I’m particularly passionate about supporting people navigating growth moments, stepping into senior leadership, leading through ambiguity, or working in purpose-driven organisations where the emotional load can be high. I encourage mentees to build clarity before confidence, to treat data and insight as allies rather than threats, and to prioritise psychological safety, for themselves and for their teams.
For me, great mentoring doesn’t create dependency. It builds capability, self-trust and perspective, so people can lead with intention long after the mentoring relationship ends.

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