Jon Shanahan destroys the myth that founders make miserable employees. The co -founder of Stryx, a cosmetics provider for men’s cosmetics, has worked together and has now been remodeled by TRX, a company for TRX exercise equipment.
At the end of 2022, he joined TRX in the middle of post-covid hangover and musty heritage. The rapid shift forward to the end of 2025 and TRX is fresh and flourished, partly thanks to Jon’s business thinking.
While in Stryx Jon appeared twice on a podcast, in 2020 and 2022. In this last conversation, he shares the transition to large society, challenges of brand revival and more.
Our whole sound is inserted below. The transcription is condensed and adjusted for clarity.
Eric Bandholz: What are you doing now?
Jon Shanahan: At the end of 2022, I went to TRX training as a marketing vice president. TRX is a global training brand recognized for its distinctive black and white and yellow suspended straps, a body weight training system that is found in almost every gym.
You helped us in Stryx when we started to Target in 2022. Stryx and Beardbrand entered the aisle during a large resetting, which eliminated many existing brands. Four or five other companies started with us, but by 2023 Target removed us – although our sale exceeded the scales of the target.
TRX applied for bankruptcy at the beginning of 2022 after the collapse of fitness boom. During the pandemic, anything related to fitness was popular and TRX was everywhere-Nordstrom, Rei, Hy-Vee. However, the demand eventually fell and the society was too expanded.
In August, the founder of Randy Hetrick again took over TRX. Its aim was to modernize a 20 -year global brand for the new generation. At first I didn’t want to move to Florida from my home in Pennsylvania, but in the end I did it and joined the team.
My initial focus was the brand’s strategy. I have conducted a global study-TRX operating in 80 or more countries-to clarify my identity and role on the market. This led to complete restoration, including the new logo. Randy supported it and it was well received.
Soon I took over all marketing and later expanded to electronic trade and retail retail along with TRX business and educational companies. Unlike Stryx, where I was the face of the brand, I am behind the scenes and scaling of the older brand. TRX had death fans, so the challenge is to lead this loyalty to growth and innovation.
Bandholz: You created a new TRX logo. Did it get the will?
Shanahan: Surprisingly not. In Europe, we have 25 long -term distributors who supported TRX because Randy first sold the straps alone. In Redesign I was deliberate – it had to feel like a TRX, but with a modern edge. The inheritance mattered, but it required a new approach.
The decision came when we built a new headquarters in Delray Beach. When I saw the old logo in rendering, I realized that if we didn’t change it, we would never. It meant a new era for TRX.
The update was not drastic. In designing the design, we maintained the iconic name “TRX” and black-and yellow color. The fact that it was took time because of our extensive SKU. At first we ended it digitally, then the packaging and straps and maintaining the cost low.
We also ensured that the parties involved will be on board. Distributors, retailers and internal teams were the first to see it. In particular, Redesign was the original TRX designer – the same who worked with Randy in his garage. Refreshing gave him the authenticity.
The reception was smooth. The new logo signaled the return of TRX and the future direction for us.
Bandholz: You can oversee retail, direct consumer and Amazon. How do you prefer and match these channels?
Shanahan: Each channel requires a different approach. Amazon is the daily struggle of the knife. You need a competitive, lower affordable scan to excel. On the other hand, our electronic trading site is an example of the brand. This is where we introduce premium products and the position of TRX as a leader.
We manage the conflict of channel with multiple SKU. For example, we sell 18 versions of the trainer: two premium models on our STIE, three “goodbye” the best options on Amazon and value versions in the physical retail.
Retailing news is sports, such as Golf, Pickleball and Tennis, because shoppers want programs tied to their favorite activities. On Amazon, people usually look for a “home gym” or “home strength”, so we optimize our keywords correspondingly.
Our site emphasizes inheritance-“iconic strap” -a some high-ticket products such as our 20 and 40-LiBrové vest. They would not sell on Amazon.
In addition to consumer channels, we are expanding to commercial and educational sectors. This means learning what gyms, coaches and professionals need and then translate this knowledge back to consumers. After two years, I feel that we have come across Step-2026 will be about strengthening these cross canals.
Bandholz: You switched from the business role in Stryx to the company’s environment.
Shanahan: The founders bring a unique set of skills, but the transition is not always easy. For those at the beginning of my career, I often recommend starting with an established company. You get paid for errors and learn valuable lessons. I spent years in Apple and a software company before the start of YouTube projects and co -founder Stryx. I can use these lessons in a corporate role.
I joined the existing team and took advantage of my financial literacy and at the same time I focused on listening. Ideally, the first six months are devoted to understanding how things work before making any changes.
Clear communication is critical. I speak every day with the management to share problems and deal with the direction, and then by handing it out by the team. It seems to me that again to be the founder-selling vision, collecting feedback and building buy-in.
Bandholz: Let’s talk about licensing. How can the brand create these cooperation with high margins?
Shanahan: Licening comes in two forms. In-lesing is what we did with Ohio State University. We created the TRX strap, which was marked with the name of this school, paid license fees and benefited from recognition. Out-lesing is the opposite: putting TRX on products we don’t produce. In order to work, our brand must bear strong credibility of the market.
TRX is authentic in functional training, so expanding other training products makes sense. It allows consumers to choose TRX items in front of the general alternatives of private brands in stores such as Dick’s Sporting Goods. This is the direction we examine for 2026.
We were interested in various companies. For example, the Dick’s Fitness section contains the Everlast Resistance Bands and New Balance Jump Lane-Products produced by third-party companies that pay 5-10% of license fees. Walmart is similar, with about 60% of its fitness equipment are licensed brands and 40% of the private brand.
Bandholz: Where can people watch you, buy some TRX bands?
Shanahan: We’re on trXtraining.com. Press me on LinkedIn.
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