Purpose gives you direction. Profit gives you longevity. Personal brand gives you visibility. You need all three to build something that lasts.
As a part of this series, we had the pleasure to interview Kimberly Brown.
Kim Brown is the founder of COCO XO, a premium body care brand rooted in Southern traditions and modern sustainability. Drawing from generational knowledge of creating body butters and home essentials from kitchen and garden ingredients, she reimagined those rituals into clean, effective formulations for today’s consumer. Under her leadership, COCO XO has grown from a kitchen concept into a brand sold direct to consumer and on major platforms including Macy’s and Target. Kim is committed to building a culturally grounded, scalable brand that blends heritage, care, and modern luxury.
What’s the “why” that drives your work? How has your personal sense of purpose evolved as your business has grown?
My “why” has always been about care. Care for self, care for community, and care for legacy. COCO XO started as a personal ritual rooted in Southern traditions I grew up around, where making what you needed from your kitchen and garden was an act of love and sustainability. As the business has grown, my purpose has evolved from simply creating great products to building a brand that honors heritage while proving that culturally rooted businesses can scale, compete, and thrive in modern markets.
This series focuses on balancing purpose, profit, and personal brand. Why do all three matter, and how can they sometimes pull against each other?
Purpose gives you direction. Profit gives you longevity. Personal brand gives you visibility. You need all three to build something that lasts. The tension comes when one is prioritized at the expense of the others. When profit overshadows values or when visibility outpaces infrastructure. I have learned that alignment is key. When purpose informs profit and personal brand tells that story authentically, the tension becomes momentum instead of friction.
Many CEOs focus heavily on strategy and profitability but hesitate to invest in their personal brand. What do you think about that?
I understand the hesitation, but I think it is a missed opportunity. People do not just buy products. They buy trust. A personal brand is not about ego. It is about clarity and credibility. What I have seen work best is leaders showing up consistently, sharing their journey honestly, and allowing customers and partners to understand the why behind the business. When done right, a personal brand supports strategy rather than distracting from it.
What are some misconceptions you have encountered about personal branding in the C suite?
One major misconception is that personal branding is performative or inauthentic. In reality, it is most powerful when it is grounded and intentional. Another misconception is that it is only for founders of lifestyle brands. Every leader has a story, and storytelling is a leadership skill, not a marketing tactic.
What is one specific way your visibility as a leader has directly impacted your organization’s success?
My visibility has opened doors to retail partnerships, press opportunities, and strategic collaborations that would not have happened otherwise. I have seen a direct correlation between sharing my story through interviews, speaking engagements, and events and increased brand awareness, customer trust, and sales. I knew it was working when people began saying they knew the brand before they ever tried the product.
Balancing profit and purpose is easier said than done. What guides your decision making when those goals seem to conflict?
I ask one question. Will this decision still make sense five years from now? Short term gains that compromise values usually cost more in the long run. I prioritize decisions that protect brand integrity, even if they take longer to monetize. Purpose does not replace profit. It protects it.
Can you share a story about how aligning your personal values with your company’s mission created a breakthrough in performance or growth?
Operating COCO XO out of my mother’s garage was not just a logistical choice. It was a values driven decision. It allowed me to grow responsibly, maintain quality, and stay close to the business. That discipline helped us prove demand organically, which ultimately made our retail conversations stronger and more credible.
In your view, what separates a leader who simply runs a company from one who builds a movement around their message?
A movement is built on belief. Leaders who build movements invite people into a shared vision, not just a transaction. They communicate consistently, stand for something clearly, and give others language to believe in the mission alongside them.
How do you integrate storytelling into your leadership, both internally and externally?
Internally, I share context. Why decisions are made, not just what decisions are made. Externally, I tell the truth about the journey. The wins, the pivots, and the lessons. Storytelling builds trust, alignment, and resilience.
Can you share a time when taking a public stand or sharing your story authentically strengthened your credibility or influence?
Speaking openly about building COCO XO without outside capital and the realities of scaling slowly but intentionally resonated deeply with both customers and partners. It shifted conversations from questioning readiness to asking how they could support the brand’s growth.
What are your Top 5 principles for balancing purpose, profit, and personal visibility?
1. Clarity before visibility
Define your values before amplifying your voice. One action a reader could try this week is writing down their non negotiables as a leader.
2. Build trust before scale
Focus on repeat customers rather than reach. One action a reader could try this week is asking one customer why they came back.
3. Tell the truth consistently
Share real lessons, not just highlights. One action a reader could try this week is posting one honest insight from their journey.
4. Protect the brand at all costs
Say no to opportunities that dilute your mission. One action a reader could try this week is reviewing one decision through a five year lens.
5. Visibility should serve the business
Show up where your customer already is. One action a reader could try this week is auditing where their presence is actually driving impact.
Finally, if you could summarize your leadership philosophy in one sentence, what would it be and why?
I believe leadership is about building with intention, honoring where you come from, and creating something that lasts beyond you.
How can readers continue to follow you or your company online?
Readers can follow COCO XO at cocoxos.com and across social media @cocoxos1 to stay connected to the brand’s journey and future growth.
Thank you for sharing these insights!
The New CEO Playbook: Kimberly Brown of COCO XO On Balancing Purpose, Profit, and Personal Brand was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.