Jon Shanahan destroys the parable that founders make awful staff. He co-founded Stryx, a males’s cosmetics supplier, and has now remade TRX, the storied train gear firm.
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 partly 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 total 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 vice chairman of promoting 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 practically each fitness center.
You helped us at Stryx after we launched into Goal in 2022. Stryx and Beardbrand entered throughout a significant aisle reset, which eradicated many current manufacturers. 4 or 5 different firms launched alongside us, however by 2023, Goal had eliminated all of us — regardless that our gross sales exceeded Goal’s benchmarks.
TRX filed for chapter in early 2022, following the collapse of the health growth. Throughout the pandemic, something fitness-related was common, and TRX was in every single place — Nordstrom, REI, Hy-Vee. Nevertheless, demand ultimately dropped, and the corporate overextended itself.
In August, founder Randy Hetrick reacquired TRX. His objective was to modernize a 20-year-old world model for a brand new technology. Initially, I wasn’t eager on shifting to Florida from my residence in Pennsylvania, however I finally did, and I joined the staff.
My preliminary focus was model technique. I performed a world research — TRX operates in 80-plus international locations — to make clear its identification and market position. That led to an entire refresh, together with a brand new emblem. Randy supported it, and it’s been nicely 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. In contrast to 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 development and innovation.
Bandholz: You created a brand new TRX emblem. Did it obtain a backlash?
Shanahan: Surprisingly, no. In Europe, we’ve 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, but it surely wanted a contemporary method.
The choice got here whereas we have been constructing a brand new headquarters in Delray Seaside. Seeing the previous emblem within the renderings, I noticed 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 long-lasting “TRX” title and black-and-yellow colours, whereas refining the design. Rolling it out took time due to our in depth SKUs. We phased it in digitally first, then packaging and straps, conserving prices down.
We additionally ensured stakeholders have been on board. Distributors, retailers, and inner groups have 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 clean. For us, the brand new emblem signaled TRX’s return and future course.
Bandholz: You oversee retail, direct-to-consumer, and Amazon. How do you prioritize and align these channels?
Shanahan: Every channel requires a distinct method. Amazon is a day by day knife battle. You want aggressive, lower-priced SKUs to face out. Our ecommerce website, in contrast, is the model’s showcase. That’s the place we function 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, reminiscent of golf, pickleball, and tennis, since customers need applications tied to their favourite actions. On Amazon, folks largely seek for “residence fitness center” or “residence energy,” so we optimize our key phrases accordingly.
Our website emphasizes heritage — “the long-lasting strap” — and sure high-ticket merchandise, reminiscent of our 20- and 40-pound weight vests. They wouldn’t promote on Amazon.
Past client channels, we’re increasing into business and academic sectors. Meaning 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 will likely be about strengthening these cross-channels.
Bandholz: You’ve transitioned from an entrepreneurial position at Stryx to a company atmosphere.
Shanahan: Founders deliver a singular ability set, however the transition isn’t all the time straightforward. For these early of their careers, I usually suggest beginning with a longtime firm. You’ll receives a commission to make errors and study useful classes. I spent years at Apple and a software program agency earlier than beginning YouTube initiatives and co-founding Stryx. I can apply these classes in a company position.
Becoming a member of an current staff, 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 discuss day by day with management to share points and align on course, then relay that to the staff. It seems 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 kinds. In-licensing is what we did with The Ohio State College. We created a TRX strap branded with that college’s title, 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 sturdy 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 alternate options at shops reminiscent of Dick’s Sporting Items. That’s a course we’re exploring for 2026.
We’ve had inbound curiosity from numerous firms. For instance, Dick’s health part options Everlast resistance bands and New Stability soar ropes — merchandise manufactured by third-party firms, 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.
