Natural Toothpaste Propels Wellnesse.com

Seth Spears is a Colorado-based entrepreneur who once taught consumers how to make their own non-toxic personal care products. He says customers valued the results but not the actual production process. “They kept asking us for ready-made versions,” he told me.

So he launched Wellnesse, a direct-to-consumer brand producing all-natural self-care goods, in 2020. Toothpaste quickly became the dominant item.

In our recent conversation, Seth shared the origins of Wellnesse, the demand for holistic oral care, marketing challenges, and more.

Our entire audio is embedded below. The transcript is edited for length and clarity.

Eric Bandholz: Who are you, and what do you do?

Seth Spears: I’m the founder and chief visionary officer of Wellnesse, a B Corporation that produces all-natural personal care products. Our flagship item is a mint-flavored whitening toothpaste, made without toxic ingredients such as fluoride, glycerin, or sodium lauryl sulfate. We believe what goes in or on your mouth affects your entire body, so our focus is on safe, effective alternatives that outperform conventional options.

Our toothpaste’s key ingredient is micro hydroxyapatite, a naturally occurring mineral that makes up your teeth and bones. Unlike fluoride, it helps remineralize and repair enamel, filling soft spots and even reversing minor cavities. We’ve received hundreds of testimonials from customers who’ve seen major improvements in oral health.

We also use extracts from neem, a tree native to India, for whitening, and green tea extract for overall gum and tooth health — ingredients that work synergistically for stronger, cleaner teeth. Many customers with sensitive teeth, often longtime Sensodyne users, report reduced sensitivity and better results after switching to our toothpaste.

Before Wellnesse, I co-founded Wellness Media, a health education company that taught people how to make their own personal care products. Our audience loved the results but didn’t want the hassle of making them, so they kept asking us to sell ready-made versions. As an entrepreneur, I recognized repeated demand as a business opportunity.

We launched Wellnesse in 2020 as a natural personal care brand, starting with toothpaste, shampoo, conditioner, and deodorant. While we still offer all those, oral care quickly became our most successful category and is now our primary focus.

Bandholz: Many consumers are rethinking fluoride and turning to holistic dentistry.

Spears: We work closely with holistic and biological dentists through an advisory board that reviews the latest science on safe, effective oral care. These practitioners reject outdated methods such as routine drilling and fluoride use, instead emphasizing the role of diet, supplements, and the natural oral microorganisms.

We partner with influencers and communities that value non-toxic living. Our customers aren’t looking for the cheapest option; they want products that align with a clean, health-conscious lifestyle. They’ve often dealt with dental or health issues and are now seeking a more advanced, fluoride-free option.

As awareness grows around the connection between lifestyle and oral health, holistic dentistry continues to gain momentum. Consumers are questioning ingredients and demanding transparency.

Bandholz: So you’re growing through these practitioners. How do you find them?

Spears: There’s a strong network of holistic and biological dentists with their own organizations and conferences. We’ve sponsored several of those events in recent years to build relationships and raise awareness of our products.

Many connections also happen organically. When customers mention their holistic dentist, we often ask for introductions. Sometimes those dentists reach out after patients recommend us.

We maintain both affiliate and wholesale programs. Some dentists stock our products, while others prefer to promote them. We provide samples for dentists to share with patients, to experience the benefits firsthand. This multichannel approach ensures our partnerships remain authentic and genuine.

Bandholz: What marketing tactic is working best in 2025?

Spears: Growth has slowed in 2025. It’s been a challenging year. Meta remains our primary customer-acquisition channel, but performance has declined compared to previous years. We’re still bringing in new customers there, but it’s taking more testing and creativity to find what resonates.

Our most effective Meta approach has been a “us versus them” comparison, showcasing our clean, natural ingredients side by side with those in major brands. It highlights how our formulas are safer and more effective without being confrontational. We avoid targeting specific corporations directly. Procter & Gamble and similar enterprise brands have deep pockets and legal teams, and we’re not looking for that kind of fight.

We’re experimenting with Reddit ads, especially in health and oral care subreddits, as well as some campaigns on X. However, the results have been weaker on those channels. We’re now in full testing mode, trying different angles and messaging. We often focus on ingredient quality, but we also use influencer-style videos featuring real customers.

We had a strong email list (from my Wellness Media company) built through educational content — podcasts, blogs, and tutorials focused on health, vitality, and natural living. We regularly sent newsletters featuring recipes and DIY personal care guides, which helped us cultivate a loyal, informed audience.

When we launched Wellnesse, that list gave us a ready-made customer base. Many of those subscribers prioritized holistic health, and several became affiliates.

The landscape has undergone significant changes since then. Traditional affiliate marketing, based on content sites and email lists, has largely shifted toward influencer marketing on social media. Today’s promotions rely on selfie-style videos and personal testimonials, which feel more authentic to audiences. To me, this trend is too self-focused — but it’s undeniably where attention and conversions are happening.

An agency manages our ad strategy, so my focus is on broader direction and messaging rather than daily campaign tweaks. Overall, there’s no single breakthrough channel at the moment. It’s about constant experimentation and adapting to the changing ad landscape.

Bandholz: I heard that once enamel is gone, you can’t rebuild it. Is that true?

Spears: Not entirely. Teeth consist of hydroxyapatite, so when toothpaste contains that mineral, its tiny particles can penetrate crevices and help remineralize enamel. But oral health isn’t just about brushing; it’s also heavily influenced by diet and mouth acidity.

If you’re consuming a lot of processed or sugary foods or drinking soda, your mouth becomes more acidic, which can lead to cavities. Brushing helps, but it can’t fully offset a poor diet. A nutrient-dense, low-sugar diet rich in protein and vegetables supports stronger teeth and overall health.

I prefer a paleo-style diet — lean meats, fruits, vegetables, nuts— but there’s no one-size-fits-all approach. Everyone’s body chemistry is different. Getting blood work and allergy testing can help you understand your individual needs and optimize both oral and full-body health.

Bandholz: Where can people follow you, reach out to you, buy your products?

Spears: Our site is Wellnesse.com. My personal website is Sethspears.com. We’re on Instagram and Facebook. Find me on LinkedIn.

Etsy Merchant Eyes Shopify, Dual Brands

Kevlyn Walsh is a Denver-based art teacher turned entrepreneur. She launched Festive Gal, an Etsy shop, in 2019 after her handmade headband was a hit among Christmas party attendees.

Fast forward to 2025, and Festive Gal is thriving, selling custom gifts and party supplies. A new second site, Bake It Fancy, on Shopify, sells cooking accessories.

Amid the growth, Kevlyn manages employees, production, and, yes, Etsy constraints. She addressed those challenges and more in our recent conversation.

Our entire audio is embedded below. The transcript is edited for clarity and length.

Eric Bandholz: Who are you, and what do you do?

Kevlyn Walsh: I run two brands. My first, Festive Gal, grew mainly on Etsy and offers custom gifts and party supplies to make life more fun. My second, Bake It Fancy, is a new brand focused on baking accessories that help people create beautiful cookies.

Bake It Fancy evolved from a best-selling Festive Gal product. It performed so well that I decided it deserved its own identity. Festive Gal celebrates parties and gifting; Bake It Fancy is all about creativity in the kitchen.

Etsy is how I became a business owner. Before opening my shop, I had no idea what a conversion rate was or how to sell online. It all started with an ugly Christmas sweater party. I made an over-the-top holiday headband covered in tinsel, bows, and a tiny elf.

Everyone loved it, so I made more, opened an Etsy shop, and sold out by Christmas. That success inspired me to keep creating new products and following party trends.

At first, I was still teaching full-time, but my Etsy sales eventually surpassed my teacher salary. By 2019, I quit teaching to run my shop full time — and I’ve never looked back.

The original headbands were too labor-intensive to scale, so I simplified them into paper party headbands with customizable phrases. They became Festive Gal’s signature product. I created designs for birthdays, bachelorette parties, and trending themes — like Game of Thrones fans hosting viewing parties. I made headbands with phrases such as “Hold the Door” and “I Drink and I Know Things,” and they sold like crazy.

Back then, I didn’t think much about trademarks and used pop-culture phrases freely. Now that my business is bigger, I avoid those entirely. Using names like “Game of Thrones” could get a shop flagged. It’s frustrating because Etsy is still full of Disney and other IP-based items, yet enforcement feels aimed at successful sellers. I’ve explored licensing, but the costs, reporting, and low margins made it more hassle than it was worth.

Bandholz: How do you manage custom orders on Etsy?

Walsh: Etsy’s basic customization tools aree limited. Each listing includes an input field that customers must complete before adding an item to their cart, to help prevent missed details. However, sellers only get two dropdown menus and one text box. I have to simplify the listing or get creative for buyers to choose multiple options, such as color, font, and size.

That lack of flexibility makes Etsy’s user interface challenging for complex customizations. In contrast, Shopify has apps that allow unlimited dropdowns and far more personalization features. On Etsy, if a buyer forgets to include key details such as the name for a custom item, I have to message her directly. That extra communication can be time-consuming and slow down production.

Bandholz: How does Etsy define “handmade”?

Walsh: It’s ironic that Etsy promotes itself as a handmade platform. Real success there requires efficiency and operations. To scale, you need systems, employees, and streamlined production — but you can’t build that until you have sales. It’s a catch-22. I’ve had products go viral, but there’s a limit to how many we can make before delays frustrate customers. Etsy doesn’t provide the tools sellers need to manage growth efficiently.

For example, there’s no multi-user access. I can’t give a virtual assistant or employee their own login to handle messages or shipping without sharing my banking information. That makes delegation risky.

As for “handmade,” there’s a lot of gray area. Some sellers import mostly finished products — items 90% made in China — and add customization in the U.S. through embroidery or vinyl. Etsy allows some flexibility there, but the rules are vague. The guidelines mention terms such as “made, sourced, or designed by seller,” which are open to interpretation.

In Etsy forums, sellers debate what those definitions mean and worry whether new policies could jeopardize their shops.

Bandholz: What advice would you give someone considering selling on Etsy?

Walsh: First, define your goals. The platform is perfect if you want only to make “fun money” from a craft you love. Enjoy the creative process, make products that delight you, and celebrate each sale.

But if your goal is to replace your full-time income, you have to approach Etsy strategically. Choose a product that can scale efficiently. On Etsy, sales compound. The algorithm rewards momentum, so when a listing sells, it signals that people want that product. Etsy earns a percentage of each sale, and it promotes listings that generate revenue. So the more you sell, the more exposure your products get.

Plan early for operations. Will you hire help? How will you handle shipping? Can you manage rush orders for personalized gifts?

Etsy customers often order last-minute, so reliability is key. I’ve worked through the flu to meet deadlines because I didn’t want to disappoint buyers. Now that I have employees, that stress is lighter, but it took planning and growth.

Bandholz: Is Etsy your main sales channel?

Walsh: Yes, Etsy is still my primary source of sales, and I’ve had great success there. But the platform’s overall traffic has declined. I think part of the issue is quality control — Etsy has allowed too many low-quality sellers. Cheap, mass-produced items clutter search results. It’s lost some of the curated, handmade charm that made it special.

Because of that, I’m working to grow off-platform. Relying solely on Etsy feels risky, especially with how inconsistent their seller support has become. Recently, Etsy deployed AI bots to remove non-handmade listings, but the system often flags legitimate shops.

Many legitimate sellers have had top-performing products or entire shops deactivated with no way to reach a human for help. It’s a tough situation for honest creators trying to run real handmade businesses.

Bandholz: Is the new baking brand on Etsy, too?

Walsh: No, I’m building Bake It Fancy on Shopify and driving traffic through Meta ads and content creation. I even converted part of my warehouse into a “media room” with a fake kitchen and a real oven from Home Depot, so I can film baking videos and tutorials. My goal is to grow this brand independently, without relying on third-party marketplaces.

I’ve learned a lot about ecommerce after years of running Festive Gal on Etsy. Now I’m ready to apply those lessons — using Shopify, ads, and content — to build a brand with full control.

Content creation used to be hard for me. I have a three-year-old and a one-year-old, and my home kitchen isn’t ideal for filming. This new setup makes it easier and more fun. Plus, baking content is naturally engaging. Watching someone decorate cookies is satisfying and creative.

With Festive Gal, I never relied on content since Etsy brought steady traffic. But Bake It Fancy is different. Cooking is so demonstrable and visual that I can easily film with just my hands, and I don’t even need to get camera-ready every time.

Bandholz: Where can folks buy your products and follow you?

Walsh: My Etsy shop is Festive Gal. Festive Gal also has a Shopify website, FestiveGal.com. BakeItFancy.com is ramping up. I’m on Instagram and LinkedIn.

Batch Cannabis Scales to $50 Million

Andy Gould co-founded Batch, a Wisconsin-based D2C cannabis brand, in 2018. He says the company struggled for years until it perfected content creation and advertising. “Once we dialed in our Meta ads and built a strong creative flywheel, everything took off,” he told me.

I first interviewed Andy and his two co-founders in 2023. In this our latest conversation, he addresses video production, regulatory scrutiny, and “hockey stick” growth — from annual revenue of $5 million to $50 million in two years.

Our entire audio is embedded below. The transcript is edited for clarity and length.

Eric Bandholz: Give us the rundown.

Andy Gould: I sell weed online. My two best friends from college and I started Batch, a cannabis-based gummy brand that’s now one of the biggest in the U.S.

In 2023, we had $5 million in annual revenue. In 2024, $15 million. And this year, we’re on track for $50 million. It’s been true hockey-stick growth. For years, we plateaued at roughly $15,000 in daily Shopify sales. Once we dialed in our Meta ads and built a strong creative flywheel, everything took off.

Customer acquisition costs have stayed relatively stable. We used to spend about $5,000 a day on Meta, with customer acquisition costs running around $65. Now we’re spending close to $50,000 daily, and CPAs are roughly $75.

Sales of THC — tetrahydrocannabinol, the cannabis compound — are booming. Many customers are replacing alcohol or trying THC for the first time. We position Batch as a trusted dispensary alternative — THC for the everyday person who prefers delivery from a transparent, reliable brand.

Bandholz: How did the Meta flywheel scale you from $5,000 to $50,000 per day?

Gould: We were inspired by Paul from BK Beauty at EcommerceFuel Live. He talked about using a creative flywheel to generate quality content efficiently.

We had two big challenges on Meta. First, we’re in a restricted category. We studied how to advertise without losing our accounts. We connected with others in similar spaces, learned the language and visuals Meta allows, and used those insights to stay compliant.

Then we focused on volume — creative is the new targeting. We can tell an authentic story because we handle much of our manufacturing and even help harvest crops.

Once a year, we hire a crew for around $15,000 to film everything on-site, generating hundreds of content assets.

We spend about 7% of revenue on creative. Our internal team and an agency turn that raw footage into 40 new videos each week, testing about 10 different concepts with multiple hooks or calls to action.

Bandholz: So you’re actually on camera, talking about the product?

Gould: Exactly. You see me walking through the field with our farmer, Rollin, explaining how he’s up at 4:30 a.m. every day, living the American dream. Then we’ll switch to a science angle — me on a tractor showing a certificate of analysis and explaining everything. We create about 20 ideas like that in two days of filming.

Across the two days, we capture roughly 48 hours of footage since we have two videographers filming different people simultaneously.

The key is building a system to recycle and repurpose everything. We have a team dedicated to organizing and tagging footage. They label each file by angle, environment, or who’s in it — like a Dewey Decimal System for videos. That organization makes editing and repurposing much faster.

We recycle footage for years. Main narratives can become B-roll; farm content combines with warehouse clips from past years. It’s the snowball effect: the more you film, the more combinations you can create. Success is about grabbing attention. Meta rewards consistent, engaging content.

Bandholz: How much revenue is from new versus repeat customers?

Gould: When we started selling THC and CBD gummies, we didn’t realize how powerful it was to have a consumable product that people naturally reorder. Right now, about 55% of our revenue comes from repeat customers and 45% from new ones. That balance shows our strong retention and steady growth.

Subscriptions have been huge for retention. I’d recommend any ecommerce brand with a consumable product to set up subscriptions. It builds momentum over time like a snowball.

Between subscriptions and consistent email outreach, we’ve built reliable recurring revenue and strengthened customer loyalty.

Bandholz: Have you experienced supply chain or fulfillment glitches?

Gould: Yes, but thankfully nothing catastrophic. Growing this fast naturally means there are fires to put out every week. It’s part of the process. We handle some of our own manufacturing and fulfillment, which is both a blessing and a curse. The benefit is complete control; the downside is that every problem is ours to fix. There’s no 3PL to call when something goes wrong.

We’ve had to expand our fulfillment and warehouse teams quickly, which brings its own challenges. Finding and keeping reliable workers for manufacturing and fulfillment is one of the toughest parts of running this kind of business. We put a lot of focus on retaining good people once we find them, because strong operations depend on a stable, motivated team.

But our revenue has grown faster than our headcount. We’re fortunate to have an amazing team overall.

Right now, we have about eight high-level or managerial team members, plus around 10 people in fulfillment and another 10 in our warehouse and production operations.

We’ve stayed lean out of necessity. For the first five years, it was pure survival mode — long nights, lots of stress, and moments of frustration when nothing seemed to work.

Everything has happened so fast. It’s been life-changing. After struggling for years, it feels incredible to build something stable. My two co-founders and I are starting families, so having a financial cushion means a lot.

A big untapped area for us is beverages — THC-based drinks. We haven’t entered that market, but we’re starting to think about it.

Right now, though, most of our focus is on politics and lobbying. We’re selling in about 42 of the 50 states. Earlier this year, it was 48. But the regulations are tightening state by state. That’s been the biggest challenge lately.

Bandholz: How does lobbying work?

Gould: There are a few lobbying groups in the hemp space. The most influential is the U.S. Hemp Roundtable, which we’re a part of. We pay our dues, and that money goes toward lobbying — getting policymakers to understand and support our side.

My co-founder Dennis flies to D.C. every couple of weeks, meets with legislators, and drives to Madison, our state’s capital, about once a week. We’re getting involved at the state level where legislation threatens to ban our products.

We’re pro-regulation. The issue is that the 2018 U.S. farm bill made it legal to sell hemp-derived products with less than 0.3% THC. But if you push that rule to the limit, you can create products that are way too strong.

So politicians see that abuse and overreact by trying to ban everything, rather than simply limiting serving sizes.

Bandholz: Where can people buy your products or reach out?

Gould: Our site is HelloBatch.com. I’m on LinkedIn.

E-Bike Founder’s Path to Purpose

By late 2023 Aaron Powell had become disillusioned with Bunch Bikes, the electric cargo bicycle company he founded in 2017. Costs were rising, cash was scarce, and the supply chain was chaotic.

He contemplated chucking it all, selling the business, and moving his family to Europe from his base in Texas.

Then he reconsidered. Bunch Bikes had many positives, including a sense of purpose and meaning from improving customers’ lives. So he stayed.

Aaron first appeared on the podcast two years ago. In this latest conversation, he addressed business uncertainty, resilience, family, and more. Our entire audio is embedded below. The transcript is condensed and edited for clarity.

Eric Bandholz: Who are you, and what do you do?

Aaron Powell: I’m the founder and CEO of Bunch Bikes, an electric family cargo bike company based in Texas. Think of it as the minivan of bikes. It carries pets, groceries, and up to six kids, all with electric assistance and a fun, smooth ride.

I first saw the concept in Copenhagen in 2012. Cargo bikes are hugely popular in Denmark, Sweden, and the Netherlands, where cycling is central to daily life.

Here in the U.S., far fewer people use bikes for everyday transport, but the potential market is enormous given the population. Awareness of cargo bikes remains low, even within the industry.

Running a bike company over the past few years has been intense with the pandemic and supply chain chaos. By late 2023, my wife and I were reevaluating our lives. We wondered if we’d be happier living elsewhere and began planning a move to the Netherlands. We spent months exploring cities, hiring an immigration lawyer, and figuring out logistics.

During the process, we realized that moving would mean leaving behind friends, family, and community. Our network here in Texas is meaningful. Starting over in a new country, always feeling culturally out of place, didn’t feel worth it.

We decided to stay and focus on making the most of our current life.

Bandholz: You alluded to the business challenges. Did you consider selling the company?

Powell: Yes. I nearly sold it when contemplating the move. We went through the steps of finding a buyer, completing due diligence, and planning the close. I was motivated by fear of uncertainty and market changes.

But the process made me see the positives. We were acquiring customers without running ads, referrals were strong, and our brand equity was driving sales. My team is rock solid — competent, trustworthy, and experienced. I can step away, and the business runs smoothly. That made me question why I’d sell something so well-established.

I’ve found that true value comes from building something meaningful that impacts others. Starting over from scratch doesn’t excite me. Appreciating what we have now has made me excited to tackle new challenges. Demand for our products remains strong. People still want bikes, so why not trust that there’s a path forward and focus on what we already built?

Bandholz: Was your team aware you were considering selling the business?

Powell: No, they weren’t. I didn’t want to spook anyone; employees naturally worry about job security. During the process, it was important to keep operations steady and minimize disruption. I’m usually transparent, but not in this case. Afterward, I debriefed them, revealing that I almost sold, but didn’t, and why.

Their response was impressive. They stepped up, took on responsibilities I usually handle, and kept the business functioning without issues. It made me appreciate their capabilities and commitment even more.

In hindsight, I could have shared some of this context sooner, but the debrief built deeper trust.

Bandholz: How do you balance business risk with the ability to adapt?

Powell: I thrive when I’m constrained. Clear, specific problems trigger my creativity. Open-ended situations, where anything is possible, are more challenging for me.

For example, when tariffs increased recently, I became an idea machine, exploring every solution. I didn’t panic. That mindset helps me focus on actionable steps rather than fear.

Looking ahead, I anticipate sales slowing or retail prices becoming unsustainable. I’m tackling it by reducing debt and increasing cash. One approach is to tap our loyal customers through a Wefunder equity raise. I’d rather give up some ownership now to secure financial flexibility.

Having cash on hand gives me time to solve problems. Plus, it’s extra capital to grow the business. The key is to act proactively, turning uncertainty into a problem-solving opportunity rather than letting fear freeze you.

My first ecommerce business was selling kids’ jewelry on Amazon. I realized making money alone wasn’t fulfilling. I wanted purpose and meaning. I was working minimal hours, but it didn’t feel impactful.

When I started Bunch Bikes, I intentionally built something more complicated, capital-intensive, and slow to scale — but deeply meaningful. Improving our customers’ lives makes all the effort worth it.

Bandholz: Where can people follow you, buy the minivan of bikes?

Powell: Our site is Bunchbike.com. I’m on X and LinkedIn.

Startup Vet Revives Legacy Fitness Brand

Jon Shanahan destroys the myth that founders make lousy employees. He co-founded Stryx, a men’s cosmetics provider, and is now a marketing executive at TRX, the storied exercise equipment company. He has thrived in both roles.

He joined TRX in late 2022 amid a post-Covid hangover and a stale legacy brand. Fast forward to late 2025, and TRX is refreshed and flourishing, thanks in part to Jon’s entrepreneurial mindset.

While at Stryx, Jon appeared on the podcast twice, in 2020 and 2022. In this latest conversation, he shares transitioning to a large corporation, the challenges of reviving a brand, and more.

Our entire audio is embedded below. The transcript is condensed and edited for clarity.

Eric Bandholz: What are you doing now?

Jon Shanahan: I transitioned to TRX Training as vice president of marketing at the end of 2022. TRX is the global training brand recognized for its distinctive black-and-yellow suspension straps, a bodyweight training system found in nearly every gym.

You helped us at Stryx when we launched into Target in 2022. Stryx and Beardbrand entered during a major aisle reset, which eliminated many existing brands. Four or five other companies launched alongside us, but by 2023, Target had removed all of us — even though our sales exceeded Target’s benchmarks.

TRX filed for bankruptcy in early 2022, following the collapse of the fitness boom. During the pandemic, anything fitness-related was popular, and TRX was everywhere — Nordstrom, REI, Hy-Vee. However, demand eventually dropped, and the company overextended itself.

In August, founder Randy Hetrick reacquired TRX. His goal was to modernize a 20-year-old global brand for a new generation. Initially, I wasn’t keen on moving to Florida from my home in Pennsylvania, but I eventually did, and I joined the team.

My initial focus was brand strategy. I conducted a global study — TRX operates in 80-plus countries — to clarify its identity and market role. That led to a complete refresh, including a new logo. Randy supported it, and it’s been well received.

Soon, I took over all marketing and later expanded into ecommerce and in-store retail, along with TRX’s commercial and education businesses. Unlike Stryx, where I was the face of the brand, here I’m behind the scenes, scaling a legacy brand. TRX had diehard fans, so the challenge is guiding that loyalty into growth and innovation.

Bandholz: You created a new TRX logo. Did it receive a backlash?

Shanahan: Surprisingly, no. In Europe, we have 25 long-time distributors who’ve supported TRX since Randy first sold straps himself. I was intentional in the redesign — it had to feel like TRX but with a modern edge. The heritage mattered, but it needed a fresh approach.

The decision came while we were building a new headquarters in Delray Beach. Seeing the old logo in the renderings, I realized that if we hadn’t changed it then, we never would. It marked a new era for TRX.

The update wasn’t drastic. We retained the iconic “TRX” name and black-and-yellow colors, while refining the design. Rolling it out took time because of our extensive SKUs. We phased it in digitally first, then packaging and straps, keeping costs down.

We also ensured stakeholders were on board. Distributors, retailers, and internal teams were the first to preview it. Notably, the redesign was by the original TRX designer — the same one who worked with Randy in his garage. Bringing him back gave the refresh authenticity.

The reception was smooth. For us, the new logo signaled TRX’s return and future direction.

Bandholz: You oversee retail, direct-to-consumer, and Amazon. How do you prioritize and align those channels?

Shanahan: Each channel requires a different approach. Amazon is a daily knife fight. You need competitive, lower-priced SKUs to stand out. Our ecommerce site, by contrast, is the brand’s showcase. That’s where we feature premium products and position TRX as the leader.

We manage channel conflict with multiple SKUs. For example, we sell 18 versions of the suspension trainer: two premium models on our stie, three “good-better-best” options on Amazon, and value-driven versions in physical retail.

Retail messaging is sport-specific, such as golf, pickleball, and tennis, since shoppers want programs tied to their favorite activities. On Amazon, people mostly search for “home gym” or “home strength,” so we optimize our keywords accordingly.

Our site emphasizes heritage — “the iconic strap” — and certain high-ticket products, such as our 20- and 40-pound weight vests. They wouldn’t sell on Amazon.

Beyond consumer channels, we’re expanding into commercial and educational sectors. That means learning what gyms, trainers, and pros need and then translating those insights back to consumers. After two years, I feel we’ve hit a stride — 2026 will be about strengthening those cross-channels.

Bandholz: You’ve transitioned from an entrepreneurial role at Stryx to a corporate environment.

Shanahan: Founders bring a unique skill set, but the transition isn’t always easy. For those early in their careers, I often recommend starting with an established company. You’ll get paid to make mistakes and learn valuable lessons. I spent years at Apple and a software firm before starting YouTube projects and co-founding Stryx. I can apply those lessons in a corporate role.

Joining an existing team, I leveraged my finance literacy while also focusing on listening. The first six months ideally are dedicated to understanding how things work before making any changes.

Clear communication is critical. I talk daily with leadership to share issues and align on direction, then relay that to the team. It feels like being a founder again — selling the vision, gathering feedback, and building buy-in.

Bandholz: Let’s talk about licensing. How can a brand establish those high-margin collaborations?

Shanahan: Licensing comes in two forms. In-licensing is what we did with The Ohio State University. We created a TRX strap branded with that school’s name, paid royalties, and benefited from the recognition. Out-licensing is the reverse: putting TRX on products we don’t manufacture. For that to work, our brand must carry strong market credibility.

TRX is authentic in functional training, so extending into other training products makes sense. It allows consumers to choose TRX-branded items over generic private-label alternatives at stores such as Dick’s Sporting Goods. That’s a direction we’re exploring for 2026.

We’ve had inbound interest from various companies. For example, Dick’s fitness section features Everlast resistance bands and New Balance jump ropes — products manufactured by third-party companies, which pay a 5–10% royalty. Walmart is similar, with about 60% of its fitness gear being licensed brands and 40% private label.

Bandholz: Where can people follow you, buy some TRX bands?

Shanahan: We’re at Trxtraining.com. Hit me up on LinkedIn.