Greg Meade

CEO & Co-Founder of CROSSNET | Forbes 30 Under 30

Gregory Meade is the co-founder and Chief Executive Officer of CROSSNET and Good Sport. Forbes 30 Under 30 Honoree.

Greg is an adept marketer forged in the start-up world with a deep social media background. Eight years of building multiple successful companies has taught him how to assemble the perfect teams and grow as an operator.

Products in Walmart, Dick's Sporting Goods, Academy Sports, Toys R Us, Scheels, and more.

Featured on Forbes, ESPN, The Today Show, Entrepreneur, Fox Sports and more.

CEO & Co-Founder

Building the biggest backyard sport to ever exist.

We thought getting into Walmart would change everything.

It almost broke us.

We had just hit our first big wave with CROSSNET…  sales were up, retailers were calling, and Walmart said yes.

Dream come true, right? Not exactly.

They put our $150 game next to $5 footballs.

We barely moved any units.

Everything got marked down and we took the hit.

That one decision set us back a year.

Everyone talks about “getting into retail,” but here’s the truth: It’s not about getting in. It’s about staying in.

Start small. Test one store, one region, one chain.

Learn what sells, how it’s merchandised, and what content actually drives people to go in-store. Then scale.

I get a lot of DMs from founders who want to go big in retail fast.

If you want help landing stores and keeping them, I’m offering 20% off 1:1 advisor sessions on Intro until December 15.

Comment “Interested Intro” and the team will DM you a private code to book.

Link to book is in the first comment.

ai tool Nano Banana standard version compared to it's pro version  🍌
 
We're living in scary times...

No alternative text description for this image

My new company is having more knockoffs on Amazon appear faster than CROSSNET ever did. 

When will Amazon stop allowing Chinese ripoffs with their AI images to take marketshare for half the price?

post 100 trial reels

one will always stick

AMZ Prep

At AMZ Prep, we’re building the cloud supply chain for marketplaces - one platform that unifies prep, fulfillment, freight, and parcel so brands can scale across Amazon, Walmart, TikTok, Shopify, and beyond with Prime-like speed and compliance.

With 22+ warehouses across North America and Europe, we give sellers and marketplaces the infrastructure they need without forcing them to build it themselves. 

Our distributed network, software, and compliance workflows make it simple for brands to expand globally while staying fast, reliable, and profitable.

What we do best:
- Freight and middle-mile routing into Amazon and Walmart
- FBA prep, kitting, relabeling, and compliance at scale (10M+ units monthly)
- DTC and TikTok Shop 2-day fulfillment in the US, Canada, and Europe
- B2B distribution for retailers like Costco
- Seller Fulfilled Prime (SFP) 2-day fulfillment 

We’re rethinking what a supply chain company looks like - software, logistics, and marketplaces under one roof.

Founder, CMO

Sequence

Advisor

Founder, CMO @ AMZ Prep | Fulfillment for Global Merchants | Follow me to watch us build a 100M Company

At AMZ Prep, our daily mission is to work towards our bold vision: To propel sellers and brands to amplify their global eCommerce footprint through the seamless integration of logistics, fulfillment, advertising, strategy, creativity, and growth within a single, unified solution. 

Our vision may seem audacious to some, but at AMZ Prep, we thrive on embracing challenges, particularly the ambitious and audacious ones. It's this unwavering spirit that has catapulted us into becoming a retail powerhouse that's been quietly making waves.

If you're seeking to be part of a team that's committed to achieving remarkable accomplishments, we invite you to join us on our journey. We're constantly on the lookout for exceptional individuals to become a vital part of our team. Whether your expertise lies in Operations, Finance, Customer Experience, Business Development, or Software Engineering, please don't hesitate to connect with us for any career-related inquiries.

Blair Forrest

Forbes said no yesterday for 30U30

SmartScout award us #1 best logistics solution. 👇

Honored to be recognized by SmartScout this year.

Big award for us.

It’s just super funny timing because I didn’t make Forbes 30U30 yesterday.

And today ranked top logistics company in the Amazon space.

I’m a huge advocate that awards don’t mean much vs the impact we create as a company.

And stay focused on (wins and losses) as they both will come with time.

BUT this award just tells me we’re creating something meaningful and heading in the right direction. 

Appreciate everyone and our incredible team. 

LFG!

Blair Forrest 

Founder @ AMZ Prep | Global Amazon 3PL with 22 warehouses globally for FBA Prep, AWD, DTC, B2B & Seller Fulfilled Prime + 24 hour inbound speed to FBA | Follow me building a $100M+ company

We finally committed to EOS. 

And genuinely, it has been a game changer for us.

A huge thank you to Andrew Turner for pushing us into it.

We now have something we didn’t have before.
Structure. Clarity. Direction.

A 10 year, 3 year, 1 year, and quarterly roadmap.
Weekly scorecards.
Leadership alignment.
Defined roles, culture, values, hiring expectations.
And true accountability across the team.

But the biggest shift wasn’t operational.
It was internal.

EOS forced me to look in the mirror.
Every founder eventually reaches that moment where willpower is no longer enough.
Where instinct and intensity stop carrying the weight.

The messy middle demands systems.
It demands discipline.
It demands a framework strong enough to support the vision.

EOS is helping us build that.

This is what it looks like when a company stops running on adrenaline and starts running on intention.

I have some docs Andrew shared with me, DM me and I promise you it’ll help.

li_at

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Talks about #amazon, #shipping, #amazonfba, #ecommerce, and #logistics

We're turning away hundreds of great DTC brands monthly. 

Small 3PLs - I need your help. 

AMZ Prep® gets hundreds of brands reaching out monthly that want to work with us...

All doing 100-400 orders per month.

Too small for us, but perfect for someone.

Feels wrong turning them away. 

We want to help them win. 

Someone in my network must know great small 3PLs.

Looking for warehouses that:
- Love smaller brands
- Want to grow together
- Have basic tech 
- Care about service

Because here's what matters:

Every brand deserves great fulfillment. 
Every 3PL deserves great brands. 

We all started somewhere.

Know a solid small 3PL? 

Tag them below. 

Click here to apply 👉 https://lnkd.in/d5jgCCTC

You are a small 3PL? Be selfish! Shout yourself out in the comments!

I spend 30 minutes a day on LinkedIn, generate ~1M+ impressions and

It's brought us millions in deals.

Most CEOs think content is a distraction. They're watching competitors close deals from posts while they sit in another pointless networking event.

Building in public isn't about ego. It's about economics.

THE BREAKDOWN:
Morning coffee = write one post (15 min)
Lunch break = respond to comments (10 min)
End of day = engage with 5 posts (5 min)

That's it. 30 minutes.

THE PAYOFF:
Our biggest client found us through a post about saying no to bad deals.
Three enterprise partnerships started in my DMs.
Multiple seven-figure conversations from content, not cold calls.

Everyone's hiring SDRs and buying lead lists. Meanwhile, I'm closing deals in comment sections.

Content isn't separate from CEO work. It IS CEO work. Every post is a sales call to thousands. Every comment is a relationship. Every share extends your reach.

The CEOs winning tomorrow aren't choosing between content and running their company. They know content IS running their company.

Building in public scales trust faster than any sales team ever could.

What's your excuse for not posting?

The new 2026 Amazon AWD and FBA fees could quietly destroy your margins next quarter

(full breakdown below)

I spent the past month digging into every single AWD, storage, transportation, and FBA inbound placement update for 2026.

Some of the changes are brutal.

Storage in the West is up nearly 20 percent.
Transportation fees jumped 21 percent.
Inbound placement splits increased again.
Large Standard SKUs are seeing fees double in some scenarios.

And most brands still have not adjusted their models.

The impact will hit P&Ls fast.

The good news is I put together a complete 2026 Fulfillment Cost Update with every change mapped out, plus the steps operators need to take before January 15 to protect margins.

If you want the full breakdown with the numbers, the regional changes, and the action plan:

Comment “2026 fees” and I’ll send it over.

I had a call this week with a Twitter consultant who has worked with some of the biggest operators in DTC. I expected tactics. I got something else.

He told me point blank that our space is one of the smallest, quietest corners of the internet. Almost nobody is building a personal brand around logistics. The audience is tiny. The ceiling is low. And that is exactly why it is a massive opportunity.

His perspective was simple. You do not need 20,000 followers. You need the right 200 who understand logistics pain, have buying power, and are actively looking for operational stability after Q4 blows up their current 3PL.

He walked me through how X attracts founders, operators, and agency owners who influence decisions. Meanwhile LinkedIn attracts directors of ops, supply chain leads, and retail focused teams. Two platforms. Two audiences. Two ICPs. One founder brand feeding both.

The insight: you are not creating content to go viral. You are creating content to be remembered when someone’s warehouse fails.

Show your stories. Show your wins. Show your failures. And let the right people come to you.

The entire Canadian market is blocked by three letters: NRI.

So let me simplify this.

If you want to start selling in Canada, the biggest unlock you need is an NRI. Non Resident Importer. That’s the whole play.

You do not need a Canadian company.
You do not need a full legal entity.
You do not need to rebuild your entire operation.

An NRI acts as your Canadian identity so you can move product across the border without setting up a corporation. It costs a couple hundred bucks. Takes about a week. After that, you are officially allowed to ship into Canada and Amazon already supports it on their side.

Inside AMZ Prep® we set this up for brands every week through our brokerage partners. Once it is done, the entire Canadian market opens up. Faster delivery. New customers. Less competition. More growth.

Everyone talks about expanding globally. Very few take the simple steps that unlock new revenue.

If you are serious about scaling, Canada is one of the easiest markets you will ever enter.

What is actually stopping you from setting up an NRI?

Amazon operators are finally getting the truth about their inbound speed.

And we built the tool that shows it 👇

My team just shipped an app that automatically tracks your inbound performance to Amazon.

It pulls the real data, shows your placement fees, calculates your storage impact, and gives you a full report card on how fast your inventory is actually moving.

You get a grade on your inbound speed.
You see every Amazon DC you ship to (and % of volume)
You understand your real costs in seconds.

It is badass and the team crushed it.

We already crossed ~60+ downloads in the first week from top tier brands and operators (largest brand that did it crossed ~$600M last year).

If you want to use it, DM me and I will send it to you.

A toxic top performer is more dangerous than an underperformer. 
They infect culture faster than they hit quota.

Culture spreads like cancer. One negative person can destroy an entire team. Doesn’t matter how talented they are, how many deals they close, or how good they look on paper. Toxicity kills momentum, morale, and speed faster than anything else.

I see it all the time. Owners keep the “star” performer who’s actually making everyone miserable because they’re afraid of short-term loss. Meanwhile, the whole team is suffering and execution slows to a crawl.

Audit your team. Be brutally honest. Ask yourself: who’s adding energy, and who’s sucking it out?

Get rid of the toxic ones. Period.

Your culture is your speed. Protect it.

Got my WHOOP last week and I’m loving it.
Not because it looks cool, but because data gives you accountability.

Most people are guessing about their sleep, stress, recovery.
You can’t improve what you don’t track.

Self awareness wins in life.
WHOOP just gives you the receipts.

We call it “founder sleep.”
It is just stress with your eyes closed.

3am hits and your brain starts running ops reports:

Inventory levels. Cash flow. That email you regret sending. The hire that is not working. Payroll. Whether your biggest customer is drifting. All of it.

You wake up more tired than when you went to bed.

And the world thinks you are living the dream.

“Must be nice being your own boss.”
“You get to set your own hours.”
“At least you do not have a real job.”

Meanwhile, you are calculating runway while brushing your teeth.

I have not had actual sleep since 2019. Just different levels of anxiety with my eyes shut.

Some nights it is placement fees.
Other nights it is freight.
Most nights it is everything at once.

The company does not turn off when you close your eyes.
It just gets louder.

Building something means carrying it everywhere. In your head. On your shoulders. In that blurry space between awake and asleep.

I would not trade it.
But let us be honest. Founders do not sleep.
We just close our eyes and keep going.

What is running through your head at 3am?

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Just saved a merchant $2.5 million annually switching from FBA to Seller Fulfilled Prime.

Let me explain 👇

One SKU alone: $63 per unit saved. 2,500 units monthly. That's $1.9 million yearly on a single product.

Amazon charges $150 per pallet for storage. We charge $18. Same Prime badge. Same customer trust. 73% lower costs during peak season.

The merchant was bleeding money on bulky items. FBA fees were eating them alive. Heavy SKUs getting destroyed in transit. No control over packaging. Returns killing their margins.

We mapped out their entire catalog:
• Storage: Down from $150/pallet to $18/pallet
• Shipping: $21.61 average with zone optimization
• Packaging: Added $2-3 for protection, eliminated damage claims
• Control: Direct Seller Central access, cherry-pick orders

The kicker? They're keeping FBA running parallel during transition. Testing both. No risk.

While everyone debates FBA vs SFP, smart brands run both. Use FBA for small items. SFP for everything bulky. Keep the Prime badge. Keep the margins.

They're meeting with Lowe's next week. Home Depot application submitted. Building an empire beyond Amazon while everyone else fights over Buy Box scraps.

Operational flexibility beats operational perfection.

Every. Single. Time.

Who else is running SFP profitably?

Met with the COO of a $30M beauty brand weighing a big decision:
Should they bring Amazon back in-house… or double down with their current reseller?

Here’s the context:

- They’re exclusive with a major Amazon aggregator
- Locked into wholesale margins
- Limited visibility into customer data and reviews
- Struggling to sync Amazon with their broader DTC strategy

Now they’re wondering:
"Is it worth the pain to rebuild it all internally?"

My take? It depends on their internal muscle and appetite for channel conflict.

But I told them I’d bring this to the operators and consultants who live this every day.

So I’m asking you:
What would YOU do if you were them?

Keep the reseller?
Build an in-house team?
Hybrid it?

Best comment gets looped into the convo.

I saw this image last week on Linkedin. 
The waiter really did need to do better...

Alex Hormozi posted the full story last week and it hit harder than I expected.

Most people would have taken that “do better” comment and gone straight into victim mode. 

Rant about it. 
Complain about customers. 
Tell the internet how unfair life is.

This waiter did the opposite.

Alex said he showed up the next day and made a decision. Better service. Better attitude. Better effort. He tried to remember names. Smiled more. Paid attention to tiny details.

And the crazy part is what happened next?

Customers responded.
 Tips jumped.
 Energy shifted.
 His job stayed the same, but he did not.

I see this in business all the time. Leadership, sales, operations, all of it.

Bad question: Why is this happening to me?
Better question: What part of this do I control?

When I ask better questions, I get better outcomes.
Same pressure. Same workload.
 
Different results.

Where is one place you know you should be asking a better question?

Don’t let fear of looking small stop you.
Everyone starts somewhere, size doesn’t matter, speed and focus do.

When we launched AMZ Prep®, our warehouse was just a 400 sq ft shed inside another building. We looked huge online, but in reality, it was just me. Customers wanted drop-offs and I had to make up reasons why they couldn’t come.

That’s the essence of fake it till you make it. But don’t forget the second part: actually make it. Build, ship, iterate, and learn. Stop waiting for perfection. Stop waiting for everyone else to see your vision.

Start now. Adjust later. Crush eventually.

What small start did you have that taught you the biggest lesson?

I lost a $550k deal last week.

Not because of price. Not because of the product. The client just didn’t have confidence in the process.

That got me thinking. Most brands obsess over features or discounts when deals stall. The real blocker? doubt.

Doubt about execution. Doubt about timing. Doubt about whether you’ll deliver when it matters.

Here’s how you remove it:

• Show proof points early – case studies, testimonials, or previous results.
• Walk through your process step by step – make it clear what happens and when.
• Share metrics or dashboards – let data speak for your reliability.
• Preempt objections with honest communication – don’t wait for the client to question you.

Price matters. Features matter. But confidence closes deals. Remove the doubt, and everything else often falls into place.

How do you build confidence with clients before the first contract is signed?

We were speaking to a brand that is shipping 7000 orders per month into Canada from the US. 

Here’s what I discovered. 

This supplement brand (think AG1, Seed, etc) is doing:
- 7,000 orders/month in Canada
- 60-70K orders/month in the US
- $60 average cart value

THE PROBLEM:
They didn't even blink at their current shipping setup:
- Using Passport or DHL International
- 8-12 DAYS shipping time to Canada
- Paying $15 per parcel (>1lb)
- Customers get hit with duties/tariffs on delivery

THE OPPORTUNITY:
1/ Offer 2-DAY shipping across Canada for all 7,000 orders

2/ Generate 10-15% lift in Canadian sales due to faster shipping
700 additional orders × $60 ACV = $42,000 in new monthly revenue

3/ Cut shipping costs from $15 down to $5-6 per package
7,000 orders × $10 savings = $70,000 monthly cost reduction

4/ Boost repeat purchase/subscription rate by just 5%
Massive lifetime value increase with virtually zero acquisition cost

THE IMPACT:
- $42,000+ in new monthly revenue
- $70,000 in monthly cost savings
- Improved customer experience
- Higher retention rate

All of this could be implemented in less than 30 days.

The most hidden gem for merchants to add growth and save costs is looking international.

Most brands are getting absolutely killed at the border and don't even realize it.

Should your brand name match what you actually do?

The unexpected trap of being too specific

When we named this company "AMZ Prep" five years ago, the decision was simple:

- We prepared inventory for Amazon
- We wanted people to instantly understand what we did
- The name was available

That clarity served us incredibly well as we scaled to become one of the largest Amazon prep companies in North America.

But as we've expanded far beyond those initial services, I'm confronting an unexpected challenge:

The very name that helped us grow is now limiting how clients perceive us.

Last week, a long-time Amazon client who ships 30,000+ units with us monthly said:

"I had no idea you could handle our Shopify fulfillment - we just signed with [competitor] because we thought that was their specialty and Amazon was yours."

This wasn't an isolated incident. We're losing opportunities because our name has become too specific for what we actually do.

Some operational facts that contradict our name:

- 60% of our total volume is now non-Amazon
- Our DTC operations serve hundreds of brands shipping thousands
- Our B2B division handles compliance for every major retailer
- Our tech stack integrates with 30+ DTC platforms

Yet all people see is "AMZ" and make assumptions about our limitations.

What would you do? 

Have you ever faced a similar challenge with your brand name becoming too limiting as you evolved?

The "do everything" 3PL is dying.

FBA Prep as its own specialized service is taking over, and if you're still using a general 3PL for Amazon, you're losing money daily.

Last week I spoke with a $15M DTC brand using one of those "we do everything" warehouses.

"Our 3PL kept messing up our Amazon inbounds," the founder told me. "Wrong labels, incorrect box dimensions, missing appointments... we were getting hit with violations and our IPI score tanked."

This is what happens when you try to be everything to everyone.

Amazon's requirements change almost weekly. You need specialists obsessively focused on just their ecosystem, not a warehouse juggling retail compliance, DTC shipping, AND Amazon prep with the same team.

The specialists are winning for three reasons:

EXPERTISE: When Amazon made inventory split changes last quarter, specialized FBA Prep warehouses had solutions within days while generalist 3PLs were still trying to understand the problem.

SPEED: Dedicated FBA Prep turns inventory in 24-48 hours. All-in-one 3PLs? 5-7 day processing times.

ECONOMICS: Traditional multi-channel 3PLs charge $2-4 per unit. Specialized FBA Prep does it for $0.50-$1.00 per unit.

That adds up FAST when you're shipping 50,000+ units monthly.

One supplement brand made this switch last quarter. Result? 22% Amazon sales increase simply because inventory gets to FBA faster with fewer stockouts.

My prediction: In the next 24 months, we'll see complete unbundling of the 3PL model. The "do it all" warehouse will be replaced by specialists who do one thing exceptionally well.

For brands specialized FBA Prep isn't just a nice-to-have, it's becoming a competitive necessity.

What's your take?

Starting a company is easy.

Surviving the company you started is hard.

The company becomes the thing that eats you. Your calendar. Your sleep. Your relationships. Everything.

Most founders think they're building a business. They're actually building a prison with their name on the door.

The only way out is through.

What’s been the hardest part of “surviving” your own company?

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Greg Meade

Blair Forrest

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The Battle

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Blair Forrest

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Greg Meade's LinkedIn Performance

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