Alison Barlow, CEO, St. Petersburg Innovation District

What's a risk you took that paid off? (Or didn't, and what did you learn?)

Joining the Innovation District was a leap of faith. When I was hired, there was no staff—just a vision. The founding partners had secured enough funding to launch the organization and sustain two years of operations, but there were no guarantees beyond that. I knew I could be leaving a stable job only to find myself searching for another one a couple of years later.

That risk paid off. The experience taught me to trust my instincts, embrace the areas where I wasn’t strongest, and rely on experts who could help turn those weaknesses into strengths.

Who championed you early in your career, and how did they change your trajectory?

My first boss after grad school, Leif Ulstrup, had a lasting impact on my career. I ultimately worked for him at three different companies. He taught me how to break down complex problems and develop actionable plans, how to build and manage strong client relationships, and—perhaps most importantly—how to continuously push myself to grow professionally.

What's the single decision that had the greatest impact on your professional success?

The single decision that had the greatest impact on my professional success was going back to graduate school—and choosing to do it in Washington DC. I had started my career in the hospitality industry, but I realized I wanted to expand my opportunities and potentially transition into a different field. Pursuing an MBA with a concentration in technology gave me the skills and perspective to make that shift.

Although I initially planned to return to Florida after graduation, the job market in Washington, D.C. was much stronger at the time. I decided to stay, and that decision ultimately allowed me to launch an entirely new career path with opportunities I likely would not have found otherwise.  It led to my current role.

What did you have to unlearn in order to grow?

One of the most important things I’ve had to unlearn is the belief that you need to have all the answers before acting. Over time, I’ve learned that there’s a balance between gathering enough information to make a sound decision and waiting for complete certainty—which rarely exists.

As I’ve gained experience across different situations, I’ve developed stronger instincts and a better ability to take calculated risks. At the same time, I’ve also learned that the higher the stakes, the more natural it is to become cautious. Growth has come from learning to trust both my preparation and my judgment, even when every variable isn’t fully known.

How do you handle being underestimated?

I’ve been underestimated at times because people assumed I was younger or less experienced than I actually am. Earlier in my career, I felt pressure to prove myself quickly, so I leaned heavily on sharing examples and experiences to establish credibility upfront.

Over time, though, I’ve learned that confidence doesn’t always need to be announced—it can be demonstrated. Now, I focus on letting the quality of my work, my consistency, and the results I deliver speak for themselves. In many ways, being underestimated has become an advantage. It motivates me to exceed expectations and ultimately leave a stronger impression than if assumptions had worked in my favor from the start.

I’ve also found that the most meaningful validation often comes indirectly—when colleagues advocate for my expertise, when a client or partners return because of the impact I made, or when people are genuinely surprised by the level of insight and leadership I bring to the table.

Do you have any advice for emerging female professionals early in their careers?

Be open to experiences that stretch you beyond what feels comfortable or familiar. Some of the most valuable growth opportunities won’t come perfectly packaged or aligned with your original plan — they’ll come from saying yes to challenges, responsibilities, and environments that help you expand your perspective and capabilities.

Also, learn to observe deeply. Not everyone will formally mentor or “teach” you, but people are constantly showing you how they lead, communicate, solve problems, build relationships, and navigate difficult situations. Pay attention to those patterns.  What language did they use to navigate a difficult client conversation?  How did they prepare for an important meeting?  Some examples will show you exactly who you want to become, and others will teach you what you want to do differently.