Ashley Preston-40 Under 40 USA 2025

Leadership does not always begin with confidence or clarity. More often, it begins in moments where answers are missing and responsibility cannot be passed on. Ashley Preston learned to lead in those moments, long before she ever founded a company. Over the years, she worked closely with CEOs, helped run venture-backed startups, and managed more than $100 million in capital across industries ranging from aerospace to fintech and healthtech. Earlier in her career, her work in talent analytics and DEI gave her a front-row view into how often capable people are overlooked simply because systems fail to recognize them. That understanding continues to shape how she leads today as Founder and CEO of Athletech Labs. In a candid interaction with TradeFlock, she spoke about the experiences that shaped her leadership, the gaps she noticed early on, and how she thinks about what comes next.

How did your shift from employee to founder shape your mindset, and what early setbacks most influenced how you build Athletech Labs today?

The shift from employee to founder did not arrive with a mere title change. It showed up in a much quieter way, in the weight of decisions. As an employee, the world is structured. Someone else defines the goal, and your job is to execute well. When I became a founder, that structure disappeared. Suddenly, there was no checklist. No one telling me what mattered most. I had to decide what was even worth building before worrying about how well it was built.

That was uncomfortable, and at times I rushed it. Early on, I spent too much energy trying to figure out monetization before the platform had truly earned its place. We were asking how to sell before fully understanding who we were serving and how fast athlete adoption could grow. That mistake was serious. It taught me that leverage comes from growth, not the other way around. As more athletes joined, everything became clear. Signals improved, partnerships made sense, and options opened up. Today, that lesson anchors how I build.

What qualities matter most to you when building your team, and why?

I look for willingness, curiosity, and a genuine hunger to win. Willingness shows up as consistency, especially when conditions are uncertain or uncomfortable. Curiosity reflects how someone thinks, whether they ask questions and challenge assumptions rather than accept surface answers. A hunger to win means owning outcomes, not just effort or intent.

I am also drawn to people who prioritize impact over optics. Work that actually moves the business forward matters more than work that looks impressive on paper. Way more. This is why Athletech Labs is so aligned with athletes. Sport trains people in repetition, feedback, pressure, and delayed results. Athletes are conditioned to stay committed when progress is not immediate. Those traits translate directly into companies where progress must be earned, not assumed.

How does Athletech Labs solve problems that traditional career platforms miss for athletes?

Most career services are designed around linear career paths. Athletes rarely have those. Traditional platforms assume candidates already speak corporate language, understand hiring norms, and have experience with standard workplace tools. Athletes are often still competing, relocating, and managing a major identity transition simultaneously.

Athletech Labs starts from a different assumption. Athletic experience already has value; it is just poorly translated. Instead of forcing athletes to endlessly apply to systems not built for them, we create a verified athlete talent pool that companies can search through directly. This model creates earlier visibility, better alignment, and fewer missed opportunities. Athletes can prepare while still playing, and companies gain access to talent they would otherwise never have access to.

What is the hardest part of entrepreneurship that rarely gets talked about?

What rarely gets discussed is how quiet the hardest part really is. Entrepreneurship is often framed as a series of bold, defining moments. In reality, it is a long stretch of small decisions made without clear feedback. The hardest part is continuing to build while the signal is still forming. There are phases where effort does not translate into visible progress.

During those periods, there is no applause and no external validation, just inputs without immediate outcomes. Most people quit there, not because the idea is wrong, but because discipline fades when motivation has nothing to feed on. Progress in those moments is earned quietly. Staying focused when no one is watching and nothing is trending is what creates the possibility of real momentum later.

Where do you see Athletech Labs over the next five to ten years, and what milestones define that path?

In five years, Athletech Labs will be the category standard for athlete career mobility, similar to what Handshake became for college students. The goal is to own the data, pathways, and playbooks that translate athletic experience into business value. Key milestones include building a base of 5,000 professional athletes and expanding partnerships with leagues, unions, and companies actively hiring athlete talent.

Looking ten years ahead, the platform becomes embedded within major sports ecosystems. It will not function as an optional resource, but as a core part of how athletes prepare for life beyond sport. The long-term ambition is systemic change, making career preparation proactive rather than reactive and redefining how athletic experience is valued across industries.