Beth Thorson

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.

One post sums up the problem as "scaling in logistics is messy, but it doesn't have to be chaotic," describing the shift from founder-led hustle to scalable growth. A longer post makes the same case, citing 30 years in supply chain sales and go-to-market strategy as its basis and linking to an article for the full method.

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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.

In the fullest version of the argument, Beth describes a company's growth path as a shift from founder-led selling to team-driven growth, beginning with the founder's own self-image.

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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.

The same scaling post sets the two directions side by side and points readers to a longer article on helping founders shift to team-based go-to-market.

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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.

In a testimonial, Elmegaard credits Beth with helping the team pivot to a new ideal client profile, summed up in the phrase "Built for forwarders, by forwarders," and says the collaboration produced valuable traction. Ask for independently measured results if those matter to your decision.

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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.

Beth describes leaving the collective and the founders they worked with, saying the experience taught them what "relentless" means. They frame the new role as carrying the same concern with fragmented global supply chains into a company building the fix.

Earlier posts position Beth as founder of Relentless Growth Collective, helping founders shift from founder-led selling to team-driven growth. The Auger announcement adds a company role, bringing the advisory framing and operating role together rather than replacing one with the other.

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A newcomer who has only seen the identity line can open this post to learn their current role, the company, and the problem it addresses, in their own framing.

Beth announces joining Auger as VP of Strategic Partnerships, after founding Relentless Growth Collective.

• The post describes Auger as building an AI-powered operating system for global supply chains and explains the gap in their terms: many operators still rely on fragmented systems that raise costs, slow work, and cause missed opportunities.
• They cite founder Dave Clark, $100M in backing, and a team with experience at scale as reasons for the move, and invite supply-chain people to reach out directly.

For brands planning a campaign

The post doubles as a positioning statement for the problem Auger sells into.

• A logistics technology vendor planning a campaign around execution speed or data fragmentation can borrow the three-part framing — cost, speed, missed opportunity — rather than lead with an abstract AI claim.
• Because this is Beth's account of a new role, it shows how they describe the problem, not Auger's product performance.

This is the fullest explanation in their posts of the method behind Relentless Growth Collective.

Beth writes that more than 30 years leading growth at major logistics organizations taught them that hypergrowth becomes sustainable only when focus and alignment replace hustle and instinct.

• The post describes the transition: founders move from running deals themselves to acting as ambassadors for the vision, while the company builds systems a team can run.
• They name two directions for go-to-market work — ecosystems and empathy — and argue that AI and automation can simplify workflows, but relationships, innovation, and retention still depend on people.
• The post points to a longer article for the full method.

For brands planning a campaign

This is the clearest description of the scope of an advisory engagement: the offer is the founder-to-team transition, not general marketing help.

• A vendor or founder evaluating Beth for advisory support can use the shift from founder-led selling to team-driven growth to define the need.
• The work starts with alignment and repeatability rather than campaign tactics.

After 30 years in supply-chain sales and go-to-market strategy, Beth says early-stage companies move faster and grow smarter when operations and culture are aligned.

• At RGC, they say the team embeds with companies to build clarity, repeatability, and trust without losing momentum.
• The post links to more detail on moving from founder-led hustle to scalable growth.

For brands planning a campaign

This is the clearest one-line statement of the engagement model: embedded, focused on operations and culture alignment, and measured by repeatability and momentum.

• A brand planning a longer advisory relationship can test whether that description matches its needs.
• If the need is campaign execution rather than team capability, the fit is weaker.

This is the only post here that shows an engagement from the client side.

Beth shares a testimonial from Hans Elmegaard of Moddule, a supply-chain platform.

• Elmegaard describes Beth joining as a go-to-market advisor at a critical time, recognizing that the product was built by logistics experts, and helping the team see that it was building software for logistics professionals rather than a general audience.
• The quoted text credits Beth with helping pivot to a new ideal client profile, summarized in the phrase "Built for forwarders, by forwarders."
• Beth frames the post as gratitude to founders whose companies kept growing after the work ended.

For brands planning a campaign

This is the most concrete example of the advisory output: reframing who a product is for and who it is built by.

• A logistics technology company preparing a brief can use this as an example of Beth's positioning work and ask for a similar ideal-client-profile exercise.
• Ask for the client's underlying results before treating the traction claim as evidence.

In the posts reviewed, they describe helping founders become ambassadors for the vision rather than salespeople, step back from individual deals, and build systems a team can run. At Relentless Growth Collective, the stated method is to embed with a team and build clarity, repeatability, and trust without losing momentum.

Embedding with the internal team rather than advising from outside; reframing the founder's role from salesperson to vision ambassador.

For brands planning a campaign

For a logistics technology company whose growth still depends on its founders closing deals, this is the most directly applicable part of Beth's work: a partner or advisor who helps hand selling to a team while keeping the founding vision intact.

Examples: Source 1 · Source 2 · Source 3

Beth describes scaling in logistics as messy by default but not necessarily chaotic, and says alignment between functions determines whether growth holds.

For brands planning a campaign

A brand can evaluate Beth on whether it wants a message of discipline and alignment rather than growth at any cost. The framing suits buyers who have grown fast and are now fixing the operational side.

Examples: Source 1 · Source 2 · Source 3

The stated goal is an organization where every function moves together toward a shared mission.

For brands planning a campaign

For a buyer choosing between an automation-led GTM pitch and a relationship-led one, Beth positions AI as an enabler of human-led relationship work, not a replacement for it.

Examples: Source 1

The named work sits squarely in that domain: an agnostic supply chain platform, software for freight forwarders, and fragmented global supply chain systems. Logistics specialization runs through the posts rather than appearing as a single topic among many.

For brands planning a campaign

For a logistics technology company, Beth's credibility rests on logistics-native experience rather than general SaaS advisory; briefs outside supply chain, freight, or forwarder software are a weaker match for the evidence here.

Examples: Source 1 · Source 2 · Source 3 · Source 4

They entered as a go-to-market advisor at a critical time, recognized that logistics experts had built the platform, and helped the team pivot to a new ideal client profile — "built for forwarders, by forwarders" — which the post credits with gaining traction. Beth adds that these founder relationships often continue after paid work ends.

Entering as an outside expert, reassessing the product against its intended buyer, and repositioning the ideal client profile.

For brands planning a campaign

A brand can point to a documented ideal-customer-profile pivot as an example of a concrete output, not just a promise of strategy work. It also shows Beth sharpening a client's positioning with outside expertise.

Examples: Source 1

The announcement connects the advisory thesis — unifying data, automating execution, and giving operators faster decisions — to a company building that system. Beth invites supply chain conversations by direct message.

Before an engagement, ask for verification of employers and credentials; the public posts don't provide it.

For brands planning a campaign

A logistics technology buyer can assess Beth as both an advisor and a potential partner or connector inside a funded supply chain company. The roles may compete for the same time, which buyers should weigh when scoping an engagement.

Examples: Source 1

The marketable ideas are visible in the posts.

For brands planning a campaign

For the full method, ask for the linked articles; the posts convey the argument, not the operating playbook.

Examples: Source 1 · Source 2 · Source 3 · Source 4

They describe it as a GTM advisory that embeds with teams to move founders from founder-led selling to scalable, team-driven growth.

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The post describes Auger as building an AI-powered operating system that unifies supply-chain data and automates execution, founded by Dave Clark with $100M in backing.

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Thorson argues that growth and go-to-market have to change as a company scales; Dubnyak asks where AI fits in demand and supply planning when companies already run systems like SAP IBP, concluding that it makes planners better rather than replacing them. Both also write about leadership: Dubnyak on trust, clarity and accountability in high-performing teams, and Thorson on moving founders from personal selling to team-run growth.

Dubnyak writes from inside operations and manufacturing leadership, covering planning systems, end-to-end transformation and developing people.

• Thorson writes from the commercial side about founder-led selling, go-to-market and partnerships, not operations execution.
• Readers seeking planning and operations detail will get more from Dubnyak; those focused on commercial growth and positioning will get more from Thorson.

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Gold writes about positioning clarity, defining an ideal client and using a networking one-pager so contacts can refer work.

• Thorson’s Moddule engagement focused on recognising the buyer the platform was actually built for and pivoting the ideal client profile around it.
• Both treat sharp positioning as the foundation for the rest of the work.

Gold’s advice is marketing-led and aimed at B2B professional services and manufacturing firms generally.

• Thorson offers logistics-native go-to-market advice for founders, including stepping back from selling and building a team to run growth.
• Gold keeps the argument in the post; Thorson usually points to a longer article.

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Libeau’s posts on procurement technology say AI cannot manufacture clean supplier data or fix fragmented workflows, and that hypergrowth turns young disruptors into incumbents ahead of schedule. Thorson argues that AI and automation can simplify workflows but sit beneath human-led relationships, and that focus and alignment make hypergrowth hold.

Libeau writes as a buyer-side critic of procurement and spend software, offering vendor critique and market scoreboards.

• Thorson writes as a go-to-market advisor and now a partnerships operator inside a supply chain company.
• Their material focuses on how a founder should run growth, rather than on what vendors claim.

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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.

Beth Thorson's posts show marketing strategy and positioning, not logistics expertise or sales-system building.

• They do not say Susan Gold has worked in supply chain, freight forwarding or logistics software.
• If the buyer needs someone who already understands forwarders, carrier systems or supply chain buying cycles, Beth Thorson's stated 30 years in supply chain sales and go-to-market are the stronger match.
• Susan Gold is the better choice when the problem is message and market clarity and the buyer can supply the domain knowledge internally.

Examples: Source 1 · Source 2

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.

Beth Thorson's posts do not say Natalia Dubnyak advises on founder-led selling, sales handoffs, pipeline processes or go-to-market system building.

• The content covers supply chain planning, operations and leadership, not GTM advisory.
• If founders are still running enterprise deals and there is no repeatable sales motion, this does not replace Beth Thorson's stated focus.
• Natalia Dubnyak is the better choice when product and planning credibility come first and sales-process work can wait or be handled separately.

Examples: Source 1 · Source 2

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.

The posts focus on procurement orchestration and AI spend, not logistics go-to-market or founder-led sales.

• Beth Thorson's posts do not say that Romain Libeau advises on sales process, founder transition or logistics software positioning.
• This does not replace Beth Thorson when the buyer needs help building a repeatable sales motion.
• Romain Libeau is a complement or substitute only if the buyer's first problem is product and ROI credibility in procurement technology.

Examples: Source 1 · Source 2