Jon Shanahan destroys the parable that founders make awful workers. He co-founded Stryx, a males’s cosmetics supplier, and is now a advertising and marketing government at TRX, the storied train gear firm. He has thrived in each roles.
He joined TRX in late 2022 amid a post-Covid hangover and a stale legacy model. Quick ahead to late 2025, and TRX is refreshed and flourishing, thanks partially to Jon’s entrepreneurial mindset.
Whereas at Stryx, Jon appeared on the podcast twice, in 2020 and 2022. On this newest dialog, he shares transitioning to a big company, the challenges of reviving a model, and extra.
Our complete audio is embedded beneath. The transcript is condensed and edited for readability.
Eric Bandholz: What are you doing now?
Jon Shanahan: I transitioned to TRX Coaching as vp of selling on the finish of 2022. TRX is the worldwide coaching model acknowledged for its distinctive black-and-yellow suspension straps, a body weight coaching system present in almost each fitness center.
You helped us at Stryx after we launched into Goal in 2022. Stryx and Beardbrand entered throughout a serious aisle reset, which eradicated many current manufacturers. 4 or 5 different corporations launched alongside us, however by 2023, Goal had eliminated all of us — though our gross sales exceeded Goal’s benchmarks.
TRX filed for chapter in early 2022, following the collapse of the health increase. Throughout the pandemic, something fitness-related was in style, and TRX was all over the place — Nordstrom, REI, Hy-Vee. Nonetheless, demand ultimately dropped, and the corporate overextended itself.
In August, founder Randy Hetrick reacquired TRX. His purpose was to modernize a 20-year-old world model for a brand new era. Initially, I wasn’t eager on shifting to Florida from my house in Pennsylvania, however I ultimately did, and I joined the group.
My preliminary focus was model technique. I performed a worldwide research — TRX operates in 80-plus international locations — to make clear its id and market position. That led to an entire refresh, together with a brand new emblem. Randy supported it, and it’s been effectively acquired.
Quickly, I took over all advertising and marketing and later expanded into ecommerce and in-store retail, together with TRX’s business and training companies. Not like Stryx, the place I used to be the face of the model, right here I’m behind the scenes, scaling a legacy model. TRX had diehard followers, so the problem is guiding that loyalty into progress and innovation.
Bandholz: You created a brand new TRX emblem. Did it obtain a backlash?
Shanahan: Surprisingly, no. In Europe, we now have 25 long-time distributors who’ve supported TRX since Randy first offered straps himself. I used to be intentional within the redesign — it needed to really feel like TRX however with a contemporary edge. The heritage mattered, however it wanted a contemporary method.
The choice got here whereas we had been constructing a brand new headquarters in Delray Seaside. Seeing the previous emblem within the renderings, I spotted that if we hadn’t modified it then, we by no means would. It marked a brand new period for TRX.
The replace wasn’t drastic. We retained the enduring “TRX” identify and black-and-yellow colours, whereas refining the design. Rolling it out took time due to our intensive SKUs. We phased it in digitally first, then packaging and straps, maintaining prices down.
We additionally ensured stakeholders had been on board. Distributors, retailers, and inside groups had been the primary to preview it. Notably, the redesign was by the unique TRX designer — the identical one who labored with Randy in his storage. Bringing him again gave the refresh authenticity.
The reception was easy. For us, the brand new emblem signaled TRX’s return and future path.
Bandholz: You oversee retail, direct-to-consumer, and Amazon. How do you prioritize and align these channels?
Shanahan: Every channel requires a special method. Amazon is a each day knife combat. You want aggressive, lower-priced SKUs to face out. Our ecommerce web site, against this, is the model’s showcase. That’s the place we characteristic premium merchandise and place TRX because the chief.
We handle channel battle with a number of SKUs. For instance, we promote 18 variations of the suspension coach: two premium fashions on our stie, three “good-better-best” choices on Amazon, and value-driven variations in bodily retail.
Retail messaging is sport-specific, resembling golf, pickleball, and tennis, since consumers need packages tied to their favourite actions. On Amazon, folks largely seek for “house fitness center” or “house power,” so we optimize our key phrases accordingly.
Our web site emphasizes heritage — “the enduring strap” — and sure high-ticket merchandise, resembling our 20- and 40-pound weight vests. They wouldn’t promote on Amazon.
Past client channels, we’re increasing into business and academic sectors. Which means studying what gyms, trainers, and execs want after which translating these insights again to customers. After two years, I really feel we’ve hit a stride — 2026 can be about strengthening these cross-channels.
Bandholz: You’ve transitioned from an entrepreneurial position at Stryx to a company atmosphere.
Shanahan: Founders carry a singular talent set, however the transition isn’t at all times simple. For these early of their careers, I usually advocate beginning with a longtime firm. You’ll receives a commission to make errors and be taught priceless classes. I spent years at Apple and a software program agency earlier than beginning YouTube tasks and co-founding Stryx. I can apply these classes in a company position.
Becoming a member of an current group, I leveraged my finance literacy whereas additionally specializing in listening. The primary six months ideally are devoted to understanding how issues work earlier than making any modifications.
Clear communication is crucial. I speak each day with management to share points and align on path, then relay that to the group. It looks like being a founder once more — promoting the imaginative and prescient, gathering suggestions, and constructing buy-in.
Bandholz: Let’s speak about licensing. How can a model set up these high-margin collaborations?
Shanahan: Licensing is available in two varieties. In-licensing is what we did with The Ohio State College. We created a TRX strap branded with that faculty’s identify, paid royalties, and benefited from the popularity. Out-licensing is the reverse: placing TRX on merchandise we don’t manufacture. For that to work, our model should carry robust market credibility.
TRX is genuine in useful coaching, so extending into different coaching merchandise is sensible. It permits customers to decide on TRX-branded objects over generic private-label options at shops resembling Dick’s Sporting Items. That’s a path we’re exploring for 2026.
We’ve had inbound curiosity from numerous corporations. For instance, Dick’s health part options Everlast resistance bands and New Stability soar ropes — merchandise manufactured by third-party corporations, which pay a 5–10% royalty. Walmart is analogous, with about 60% of its health gear being licensed manufacturers and 40% non-public label.
Bandholz: The place can folks observe you, purchase some TRX bands?
Shanahan: We’re at Trxtraining.com. Hit me up on LinkedIn.
