Wolf&Grayson EditorialFor more than three decades, Beth Thorson has helped organizations in supply chain and logistics transform ambition into measurable growth. As Founder and CEO of Relentless Growth Collective (RGC), Thorson specializes in helping early stage companies move from founder-led selling to scalable, team-driven go-to-market (GTM) engines. “I’ve always been passionate about enabling others to achieve their highest potential,” Thorson shares. “I founded RGC to create a space where founders and companies could access the expertise, resources, and community they need to scale smarter and faster.”
At C.H. Robinson, a major logistics company, she scaled revenue from zero to $700 million in five years. Later, as a founding member of Flexport’s Global Key Account division, she helped grow that segment from $24 million to $650 million. Today, she partners with founders to guide the shift from founder-led selling toward cohesive, team-based execution that sustains growth.
Evolving Beyond Founder-Led Sales
Many early stage companies start with a founder-driven sales motion, where passion and product knowledge fuel the first wave of growth. But as organizations mature, the same personal touch that built the foundation can become a bottleneck. “Founders often view their companies as their babies,” Thorson says. “They’ve invested their money, their time, and sometimes their friends’ money. Letting go of that level of control is deeply emotional.”
Her first priority when working with founders is to earn trust by respecting their vision while helping them transition into true executive roles. That means redefining their focus, from direct selling to fundraising, brand building, and strategic leadership. “The shift happens when founders start to see themselves as ambassadors rather than salespeople,” she says. Embedding GTM consultants or fractional leaders can accelerate the shift, but only if founders embrace the right mindset; it’s not uncommon for founders to limit access to key information. “You can’t expect results if your GTM expert isn’t part of your ecosystem. A strategy means nothing unless the team is aligned,” she says.
Leveraging Complementary Strengths
Thorson’s philosophy centers on the idea that successful teams thrive on complementary strengths. In her work, she often encounters two founder archetypes: the technically brilliant engineer and the naturally persuasive salesperson. “You want a mutual fan base between the founder and the GTM team,” she explains. “If the founder’s an engineer, they’re likely brilliant at building. If I’m the go-to-market partner, my job is to translate that brilliance into a message that resonates with customers.” She adds that neurodiversity often plays a role in high-performing teams. “Some founders thrive on deep focus, while I have ADHD and need variety to perform at my best. Those differences, when respected, make for powerful collaboration.”
Trust Through Data and Early Wins
When helping founders delegate selling responsibilities, Thorson focuses on measurable outcomes. One of her preferred tools is the ROI calculator, a simple yet effective way to prove a product’s value to clients and to the founder. “Once a founder sees the data showing how their product generates value, the conversation shifts from emotion to opportunity,” she says. “And nobody ever objects to making more money.” She also encourages pre-market companies, especially those facing long regulatory cycles, to build ambassadorship programs. By identifying and engaging future customers early, organizations create a waiting fan base before launch. “Even if you can’t sell yet, you can still build interest, credibility, and relationships,” she explains.
Building the Modern GTM Engine
The foundation of an effective GTM strategy begins with operational discipline. She uses the “ADD” principle (automate, delegate, or delete) to help teams streamline workflows and keep sellers focused on revenue-generating activities. A strong sales operations function is also critical. “Transparency builds trust,” she says. “When teams can see performance metrics clearly, it encourages healthy competition and recognition.” Hiring decisions will always depend on company maturity. Some organizations need high-potential talent who can be developed; others require proven performers ready to execute immediately. The right mix depends on budget, culture, and growth stage.
The Future: Ecosystems, AI, and Empathy
Looking ahead, Thorson believes that the future of GTM strategy lies in ecosystem thinking, or the ability to connect every part of the organization around a shared mission with the right tools and a lot of empathy.. “Ecosystem is my favorite word,” she says. “It’s about incentivizing everyone who supports the business, not just the salespeople closing deals. While AI will continue to automate workflows and data analysis, she sees technology as an enhancer, not a replacement, for human connection. “AI will help teams focus more time on building relationships, reducing churn, and nurturing the right people into the business,” she predicts.
Ultimately, her leadership philosophy combines strategic precision with empathy. “The best leaders meet people where they are,” she says. “Scaling is not just about numbers. It’s about people trusting each other enough to build something extraordinary together.”
To learn more about Beth Thorson and Relentless Growth Collective, connect with her on LinkedIn or visit her website.
