Drew Soule Turns Adversity into Organizational Strength
The Story of a Strategic HR Leader Building Better Workplaces
The soft hum of a wheelchair motor cuts through the low buzz of an open office. A group of managers gather around a whiteboard, mid-discussion on a new organizational design rollout. When Drew Soule enters, the conversation doesn’t pause—it sharpens. Calm, articulate, and methodical, Soule has become known for turning complex problems into clear, actionable paths forward. He doesn’t lead by volume; he leads by presence.
For more than 15 years, Soule has guided organizations through transformation—helping them navigate mergers, IPOs, restructuring, and cultural change. His career has unfolded at the intersection of people, systems, and purpose, anchored by one conviction: leadership begins with empathy.
A Career Built on Purpose and Precision
Soule describes himself as “a bridge between data and humanity.” As a Lead HR Business Partner and Organizational Design Consultant, he works with executives to align people strategy with business growth—covering everything from workforce planning and labor relations to succession management and executive coaching.
His expertise is grounded in a rare mix of operational rigor and human understanding. “You can’t scale a business if you can’t scale trust,” he often says. “And that starts with designing organizations where people feel seen and supported.”
Soule’s academic path set the foundation for that philosophy. After earning a bachelor’s degree in Political Science with a minor in Business Administration at the University of Illinois, he pursued a master’s in Human Resources and Industrial Relations from the university’s School of Labor and Employment Relations—widely regarded as one of the top HR programs in the country. It was there that theory met practice, shaping his approach to leadership as both a science and an art.
“I was fascinated by how systems influence behavior,” he recalls. “When you understand how structure and incentives interact, you can help leaders create environments where people truly thrive.”
Early Lessons in Resilience
Soule’s understanding of inclusion wasn’t built in boardrooms—it was shaped in childhood. Born in the Chicago suburbs with Spinal Muscular Atrophy, a rare neuromuscular condition that affects motor function, he learned early that perseverance wasn’t optional.
“My parents never treated me like I was fragile,” he says. “They just told me to focus on what I could do, not what I couldn’t.” That attitude drove him to live fully, even in a world not designed for accessibility.
As a child, he became a youth ambassador for the Muscular Dystrophy Association, raising awareness and funds for families living with similar conditions. “It taught me the power of visibility,” Soule says. “If people can see you leading, living, and succeeding, it changes how they imagine what’s possible—for you and for themselves.”
That early exposure to advocacy also instilled a sense of responsibility that carried into his professional life. He learned to read systems not just as frameworks, but as living environments that can either include or exclude. “Resilience isn’t about pushing through,” he explains. “It’s about redesigning the systems that create barriers in the first place.”
From Public Service to Big Tech and Beyond
Soule’s HR career began at the Department of Human Services while he was still in college. There, he oversaw recruiting, onboarding, and training programs for state employees—an experience that gave him hands-on insight into public-sector operations and workforce management.
“That job taught me humility,” he says. “I was young, managing people older than me, and I had to earn their respect through competence, not authority.”
After graduate school, Soule joined Northrop Grumman, supporting engineering and manufacturing teams on confidential defense and aerospace programs. Among the open programs he supported was a collaboration with NASA’s James Webb Space Telescope project—an effort that would later be hailed as one of humanity’s greatest engineering achievements. “It was surreal,” he says. “You’re in meetings talking about the physics of mirror alignment in deep space, and at the same time you’re solving HR problems about team morale, retention, and burnout.”
Later, Soule transitioned into a major Big Tech company, where he served as a strategic advisor to leaders in engineering, product, and design. The shift from aerospace to tech required a new level of agility. “The speed was different,” he recalls. “In tech, you’re constantly balancing innovation with structure. You have to build systems that can scale as fast as the ideas, and pivot the second the market shifts.”
He later took on consulting roles in healthcare and fintech, helping organizations manage change amid regulation, rapid growth, and workforce evolution. Whether guiding a hospital through labor negotiations or helping a fintech company build an optimized performance framework, Soule’s throughline remained the same: clarity, empathy, and alignment.
Designing Workplaces Where Everyone Belongs
Today, Soule’s work sits at the intersection of organizational design and inclusion. He partners with business leaders to create structures that empower people—whether through equity-focused succession planning, transparent performance management, or inclusive leadership development.
“People talk about inclusion like it’s an initiative,” he says. “But it’s really about system design. It’s about embedding belonging into how decisions get made.”
Beyond his day-to-day work, Soule continues to advocate for accessibility reform, especially in travel and public infrastructure. He is part of advocacy efforts lobbying airlines to allow passengers in wheelchairs to remain in their chairs during flights—a change he believes would “open the world” to millions.
“Accessibility isn’t charity,” Soule says firmly. “It’s smart design. When you build with accessibility in mind, you make things better for everyone.”
The Balance of Drive and Gratitude
Despite his professional accomplishments, Soule’s definition of success remains deeply personal. Family anchors him—particularly his twin brother and sister, who continue to inspire him. “They’ve been my greatest source of motivation,” he says. “When things get hard, I look at them and remember why I keep going.”
Outside of work, Soule embraces a vibrant, experience-driven lifestyle. He loves traveling, exploring new restaurants, and attending live music and dance festivals. “Music is my escape,” he says. “It’s one of the few spaces where I forget about structure entirely—it’s just energy and connection.”
That balance between focus and freedom defines Soule’s leadership style. In meetings, he is deliberate. In life, he is joyful. And in everything, he is intentional.
“Resilience isn’t about being unbreakable,” he says. “It’s about building enough community, purpose, and faith in yourself that when life bends you, you don’t stay down for long.”
Interview with Drew Soule
What first drew you to the field of human resources?
Honestly, it was curiosity. I wanted to understand why people succeed in some organizations and struggle in others. Once I realized HR was about systems, relationships, and human behavior, I was hooked.
How did your early experiences with disability advocacy shape your leadership style?
They taught me to listen. When you grow up in a world that isn’t built for you, you become very aware of how policies and environments affect people differently. That awareness helps me design workplaces that actually work for everyone.
You’ve helped companies through major transitions like IPOs and M&As. What’s the biggest challenge in those moments?
Keeping people connected to purpose. Change creates anxiety. My job is to make sure employees understand where they fit into the new structure and why their work still matters.
How do you stay motivated through personal and professional challenges?
Family keeps me grounded. My twin brother and sister remind me to celebrate progress, not perfection. And music—live shows give me energy like nothing else.
What advice would you give to young professionals entering HR today?
Don’t chase titles. Chase experiences. Learn every part of the business and understand how people decisions affect outcomes. That’s what will make you valuable.
What does inclusion mean to you now, after all these years in leadership?
It means belonging without exception. Inclusion isn’t about checking boxes—it’s about designing systems where no one has to ask for permission to exist fully.
