# Beth Thorson

Beth Thorson works on go-to-market strategy and partnerships in logistics and supply chain. Beth founded Relentless Growth Collective to help founders build scalable, team-led growth, and says Beth has joined Auger as VP of Strategic Partnerships.

- Profile: https://b2binfluencer.marketing/creators/beth-thorson/
- LinkedIn: https://www.linkedin.com/in/beth-thorson
- LinkedIn followers: 5,713
- Topics: artificial-intelligence, supply-chain, startup, go-to-market-strategy
- Based on 11 dated posts, latest 2026-08-19

## Summary

Most useful for logistics and supply chain go-to-market advice on moving from founder-led selling to team systems.

- Best for: A freight-forwarding software company at $5 to $15M ARR moving to team-run go-to-market.
- Not for: A cybersecurity vendor buying sponsored posts or guaranteed reach outside logistics.
- Check first: Confirm available capacity given the Auger VP role and agree scope, fees, and deliverables.

### Takeaways

- Growth holds when focus and alignment replace hustle and instinct.
- Founders should stop selling and become ambassadors for the vision.
- Go-to-market is moving toward ecosystems and empathy, with AI underneath rather than in charge.

## Main ideas

- **Growth holds only when focus and alignment replace hustle and instinct**: Beth Thorson makes this argument in three of the posts reviewed: early-stage companies move faster and grow smarter when operations and culture are aligned, and hypergrowth becomes sustainable when focus and alignment replace what they call "the hustle" and instinct. At Relentless Growth Collective, the stated method is to embed with a team and build clarity, repeatability, and trust without losing momentum, rather than advise from outside.
- **Founders should stop selling and become ambassadors for the vision**: Beth argues that a founder's personal drive gets a company its first traction, but that the same hands-on control slows it down as it expands. The transition starts when founders stop seeing themselves as salespeople and start acting as ambassadors for the vision: stepping back from day-to-day deals and building systems a team can run. This is the specific change Beth says the advisory work is organised around.
- **Go-to-market is moving toward ecosystems and empathy, with AI underneath rather than in charge**: Beth argues that ecosystems and empathy are the future of go-to-market strategy. Automation still matters: AI and automation can simplify workflows, but people drive relationships, innovation, and retention. The goal is an organisation where every function moves together toward a shared mission, with automation supporting that alignment rather than replacing it.
- **Repositioning a product around the buyer it was actually built for**: The clearest account of the advisory work in practice comes from a client. Hans Elmegaard of Moddule says Beth joined as a go-to-market advisor at a critical time, recognised that logistics experts had developed the platform, and reminded the team it was building software for logistics professionals. Elsewhere, Beth says these founder relationships often continue after the paid work ends.
- **A move from advising founders to a partnerships role inside a supply chain company**: In the most recent post reviewed, Beth announces joining Auger as VP of Strategic Partnerships after founding Relentless Growth Collective. The rationale is market-focused: many operators still rely on fragmented systems that raise costs, slow work, and cause missed opportunities. Auger is building an AI-powered operating system that unifies data and automates execution so operators can decide faster. Beth cites founder Dave Clark, $100 million in backing, and a team with experience at scale as reasons for the move, and invites supply chain people to reach out directly. The argument about how growth should work is unchanged; Beth's position shifts from outside advisor to operator inside a funded company.

## Work to read

- [Joining Auger as VP of Strategic Partnerships](https://www.linkedin.com/posts/beth-thorson_i-am-excited-to-share-that-i-have-joined-activity-7437996459180027904-qQjd)
- [Thirty years of growth leadership and the shift from founder-led selling](https://www.linkedin.com/posts/beth-thorson_scaling-a-company-is-exciting-but-it-can-activity-7398798240990707712-OqD7)
- [Scaling in logistics is messy, but it doesn't have to be chaotic](https://www.linkedin.com/posts/beth-thorson_scaling-in-logistics-is-messy-but-it-doesn-activity-7361781598079307801-8BOG)
- [A client's account of a go-to-market advisory engagement (Moddule)](https://www.linkedin.com/posts/beth-thorson_moddule-gtm-activity-7376261595041247233-l72E)

## Brand relationships

- **Relentless Growth Collective** (owned_business)
- **Auger** (employment)
- **Moddule** (client)

## Partnerships

Beth Thorson presents as an operator and advisor in logistics and supply-chain go-to-market, not a creator selling sponsorship inventory. Their posts show commercial collaboration in two forms: advisory work through Relentless Growth Collective, where they describe embedding with founder-led teams to move them from founder selling to team-driven growth, and a corporate role, announced in March 2026, as VP of Strategic Partnerships at Auger, an AI-powered supply-chain operating system. A client testimonial from Hans Elmegaard at Moddule describes Thorson entering the business as a GTM advisor at a critical time and helping repoint the product's ideal client profile. For a brand planning paid placements or sponsored content, ask directly about availability, rates, deliverables, and the right partnership contact; their posts do not provide those details.

## Alternatives

- Susan Gold: Choose Susan Gold when a logistics technology company's first problem is message and ideal-client clarity, not sales-process redesign. The posts describe what a profitable B2B firm gets from a marketing strategist: clarity over chaos, an outside perspective, decisions based on client history, a practical roadmap rather than a shelf report, and B2B expertise rather than B2C tactics. The second post makes the same point through networking: people cannot refer what they cannot articulate, and an 'agnostic' ideal-client answer gives a network nowhere to go. For a logistics software company with a broad message or founders who cannot explain who the product is for, that work is useful before building a sales system. Gold also names manufacturing and professional services companies at $10M-$30M revenue as an example segment, close to the buyer's size and B2B profile.
- Natalia Dubnyak: Choose Natalia Dubnyak when the need is less about sales process and more about whether the product's AI or planning claims will hold up with supply chain operators. The posts explore how AI fits alongside existing planning systems such as SAP IBP, using examples from Kraft Heinz, PepsiCo and Coca-Cola Europacific Partners, and ask what measurable benefit planners actually see. A second post sets out leadership beliefs around trust, clarity, accountability, safety and quality in operations. For a logistics technology company selling planning, inventory or exception-management software, that operational scrutiny can sharpen the product story before building a go-to-market plan. Dubnyak is also a fit when the buyer wants a practitioner who has worked inside planning systems and can speak to planners' decision-making rather than marketing mechanics.
- Romain Libeau: Choose Romain Libeau when the campaign decision turns on procurement technology or AI claims, and the logistics company needs a skeptical read of product architecture and buyer ROI. The posts examine how orchestration tools became legacy software through hypergrowth, product expansion and AI branding, and question a 17% ROI statistic from a State of AI in Spend report: most procurement, finance and IT leaders still cannot point to clear ROI. For a logistics technology company selling into procurement or finance, or making AI claims about supplier data and autonomous workflows, that scrutiny can keep a go-to-market plan from resting on weak product foundations. Libeau is the better choice when the immediate risk is an overstated product or ROI story rather than a missing sales motion.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/