Marine spotlight: Marieli Solé, MD of Solé Advance, on integration, mindsets and family legacy
Marieli Solé is the managing director of Solé Advance (formerly Solé Diesel), a company with over 100 years of history in the marine sector. It specialises in marine propulsion and power generation, converting engines (from 16 to 270 hp) and generator sets (from 4 to 200 kW) for marine use. The company also produces a wide range of marine accessories such as shafts, propellers, and couplings.
Here Solé reveals what it’s like taking on a family legacy, the importance of integration and how the marine sector needs to get over its short-term mindset.
What were the pivotal moments in your career?
Before joining Solé, I worked in finance and consultancy at Deloitte and Nauta Capital, a Barcelona-based venture capital firm. That experience gave me a strong foundation in analysis, structure, and discipline — tools that I still rely on daily. During my time in venture capital, I also had a unique opportunity to engage closely with technology and startups, which provided valuable insights into innovation and adaptability. But the real turning point came when I decided to bring that experience back to the family business.
Taking on management roles within Solé meant applying those skills in a much more personal and complex environment. One of the greatest challenges I have faced has been adapting the company to the generational transition. However, it has also been deeply rewarding, particularly because of the unwavering support from both my family and the dedicated staff of the company. Their encouragement and hard work have made this journey not only possible but profoundly meaningful.
Another defining moment was leading our rebranding to Solé Advance—an internal and external transformation that marked a clear step forward for the new generation. It taught me how important it is to balance evolution with continuity, and how much leadership is about earning trust through clarity and action.
What’s driving Solé Advance at the moment?
Right now we’re focused on consolidating our position as a single-source partner for complete marine solutions, both in propulsion and onboard power generation. Our goal is to drive product development across several fronts: we’re launching a new range of marine generator sets, expanding our engine line-up to access new international markets, and strengthening our offer of complete shaft line solutions.
This isn’t just about expanding the catalogue.
It’s about offering integrated, reliable systems that simplify the decision-making process for boat owners, shipyards, and marine professionals.
The rebranding of Solé Advance reflects exactly that: a company that evolves, that brings everything together, and that continues to deliver technical excellence with a personal touch.
As part of our commitment to innovation, we are working on the development of a new product focused on sustainable technologies for vessels, aiming to optimise energy efficiency and minimise environmental impact. It’s an innovative R&D project that will come to life after summer. At the same time, all our engines and gensets are already compatible with HVO fuel. All of this reflects our commitment to long-term, clean energy solutions. Step by step, we’re moving forward.
We are also involved in an exciting project to expand and renovate our plant and headquarters. This initiative aims not only to increase our production capacity but also to optimise operational efficiency. Through this modernisation, we expect to streamline processes, reduce waste, and enhance overall productivity, paving the way for sustained growth and competitiveness in the market.
How does that fit into the current climate?
The marine sector is evolving rapidly, shaped by regulatory pressure and the demand for more sustainable and integrated solutions. Our current strategy responds directly to that climate.
All our engines and generator sets are HVO-ready, allowing customers to adopt cleaner fuels without modifying their installations. In the Spanish market, we also distribute ePropulsion’s electric outboards, which are increasingly popular for small re-powering projects. On a more global level, we’re developing hybrid solutions that combine inboard electric motors with our generator sets for battery recharging — an approach that’s gaining traction among both private and commercial operators seeking reliable and flexible energy onboard. Another example is our new range of variable speed generator sets, in addition to being engines adapted to work with HVO, the inverter technology optimises energy use, reducing onboard fuel consumption.
But beyond sustainability, what truly defines our approach is the ability to act as a single supplier, covering propulsion, energy generation, and all the components around them. By expanding our product range, we help our clients reduce complexity, streamline procurement, and ensure long-term system compatibility. For shipyards and marine professionals, that means greater efficiency, fewer risks, and more confidence in the results.
What’s currently exciting in the marine market?
There’s a growing focus on integration, not only between components on board, but also between manufacturers and customers. We’re seeing more collaboration, more tailored solutions, and more attention to user experience, even in traditionally technical environments. That mindset shift is transforming the industry in a very positive way.
Another exciting change is how digitalisation is becoming more accessible. From smart monitoring to remote diagnostics, new tools are giving both manufacturers and users better insight, faster response, and more control over their systems. In a sector that used to be more mechanically driven, this new layer of intelligence opens up real potential.
What’s happening with your workforce?
Our team is a key part of our identity. Being a family-founded company, we’ve always valued long-term relationships and a sense of belonging. Some of our employees have been with us for decades, and that continuity is something we deeply respect.
At the same time, we’re aware of the need to evolve. We’re actively working to attract younger talent (particularly in technical and digital roles) by collaborating with vocational training centres and universities, and by offering internships that often lead to full-time positions.
As for diversity, we believe in building teams based on skills and commitment, not labels. While the marine industry remains male-dominated, we’re seeing gradual change. I never felt my gender limited me inside our company, but I know representation matters, so I try to lead with purpose and openness, especially for the next generation of women considering careers in engineering, industry, or leadership.
We’re not perfect, but we’re committed. Investing in people — through training, flexibility, and a positive work environment — is something we see not as an initiative, but as part of our culture.
What changes would you make to market, if you had a magic wand?
If I could change one thing about the market, it would be the short-term mindset. Decisions often prioritise immediate cost over long-term value, both economically and environmentally.
More investment in quality, durability, and future-proof solutions is needed, even if it requires more initial effort. We should shift from ‘what works now’ to ‘what will still work — and matter — ten years from now’.
I would also change how the marine sector is perceived by the outside world. It’s an industry full of innovation, purpose, and global relevance, but many young professionals don’t see it that way. If I had a magic wand, I’d improve how we communicate our impact and opportunities, especially to students and young engineers. The industry needs fresh perspectives, and we need to do a better job of opening the door to them.
Describe a hard decision you’ve had to make
One of the hardest decisions I’ve had to make involved restructuring part of our organisation to better align with a new strategic direction. At Solé we place great value on people and long-term relationships. That makes any internal change especially sensitive, because it’s not just about efficiency, it’s about trust, continuity, and shared commitment.
But as the company evolves, sometimes we need to adjust roles, redefine priorities, or introduce new profiles to meet emerging challenges. We always try to do this through internal growth and reorganisation whenever possible, with transparency and care.
I learned that the most difficult decisions are the ones that test your values, because they require clarity, empathy, and the courage to protect the long-term vision while honouring the people who helped build it.
Describe a mistake you’ve made and how you recovered from it
Early in my role, I made the mistake of trying to change too much, too quickly. I had a clear vision and strong motivation but I underestimated how important it is to bring people along at the right pace. We introduced new tools and workflows with the best intentions, but the timing and communication weren’t right. The result was resistance and a loss of momentum.
Since then, I’ve learned to plan more calmly and prioritise better. Today, we prefer to focus on one or two key projects, carry them through properly, and see real progress—rather than start too many things at once and dilute our efforts. Small, well-executed steps often lead to the biggest changes.
Mistakes like this are part of growing as a leader. They teach you to listen better, involve your team early, and build change through trust, not pressure.
What’s been your proudest moment?
Without a doubt, one of the proudest moments this past year has been completing the rebranding from Solé Diesel to Solé Advance. It wasn’t just a name change, it represented a generational shift, a broader vision, and a shared belief in the future we’re building together.
But that transformation wasn’t only visual. It came hand-in-hand with tangible progress: we launched a new range of generator sets and strengthened our offer of complete shaft line solutions, a key step in our goal to be a trusted, single-source partner for marine propulsion and energy.
As mentioned above, this year, we’ve also embarked on a transformative R&D project, marking a paradigm shift towards innovation within the company. It’s an initiative that goes beyond product development, it’s about embedding a culture of forward-thinking and adaptability into everything we do.
What makes me most proud is not just the results, but how they came to life through teamwork, clear strategy, and a genuine commitment to evolving without losing our identity.
What does it mean to lead a company with such a long family legacy into the future?
It’s a mix of pride, responsibility, and purpose.
Being part of the fourth generation of a family business means I don’t just lead a company, I carry a legacy.
It’s a legacy built on trust, resilience, and deep relationships with our people and partners. That history deserves to be honoured but also challenged to grow.
Leading Solé Advance today means building a bridge between that heritage and the future we believe in. Beyond the rebranding, we’re working on a complete transformation of our infrastructure and facilities, a two-year project that will redefine how we operate. It’s an exciting time, one where tradition and innovation coexist.
My goal is not to preserve the past, but to give it momentum. To ensure that what we’ve inherited keeps evolving and stays relevant, not just for our team, but for future generations to come.
Marieli Solé represents the fourth generation of the Solé family at the helm of the business. She officially began her professional career at the company in 2014 as a project manager. She took on the role of operations manager before becoming managing director. Headquartered near Barcelona, the company completed a major rebranding in 2024. It evolved from Solé Diesel to Solé Advance.
