An Interview With Chad Silverstein
At the end of the day, your personal brand isn’t separate from the business. It is the business.
As a part of this series, we had the pleasure to interview Violet Voss.
Violet Voss is a business owner, dominatrix, and actress who has built a successful personal brand by blending creative expression with strategic business management. Originally from a background in finance and real estate, Violet transitioned into the adult industry during the pandemic, transforming her creative outlet into a long-term “empire.” She now leads a professional team, focusing on brand alignment, visibility, and professional consistency to challenge industry misconceptions.
Thank you so much for joining us in this interview series! Before we begin, our readers would love to get to know you a bit better. Can you share your backstory and what led you to become the leader you are today?
Thank you for having me. My path into becoming a business owner and leader definitely wasn’t traditional.
I originally studied finance and worked in real estate, so I always expected to follow a more conventional path. At the same time, I had a strong creative side and was always drawn to modeling, but I didn’t see it as something I could realistically turn into a career.
That changed during the pandemic when I was laid off. It forced me to step back and really think about what I wanted. I decided to take a risk on myself and pursue modeling and adult content full-time, which led me into becoming a dominatrix and adult film actress.
What started as a creative outlet quickly became a business. I realized early on that success in this industry requires more than just being in front of the camera. It’s about branding, marketing, and building something long-term. I built my platforms from scratch and learned how to operate as both the talent and the business behind it.
That process is what shaped me into the leader I am today.
What’s the “why” that drives your work? How has your personal sense of purpose evolved as your business has grown?
My “why” started with wanting freedom — financially and just in my day-to-day life. I didn’t want to work for someone else or feel boxed into a traditional path. I wanted to build something of my own and be in control of it.
As things have grown, it’s turned into something bigger. Now it’s about building something long-term, an empire, really, that gives me the freedom to live how I want. Travel, independence, all of it, but earned through something I created myself.
I’m also really driven by growth. I want to keep expanding into new spaces, maybe even more mainstream, and continue building my name in the industry.
And on a personal level, I do care about shifting how people see this work. Not in a preachy way, but just by how I carry myself and what I build. There’s a lot more that goes into it than people think.
Let’s now move to the core of our discussion. This series is about balancing purpose, profit, and personal branding. Can you help explain why each of those three matters, and why they can sometimes pull against each other? If possible, share a real example from your experience.
I think all three matter because they each serve a different purpose, and if one is off, you feel it.
Profit is what keeps everything running. At the end of the day, this is a business, and if it’s not profitable, you can’t grow or sustain it.
Your personal brand is what drives that profit. That’s what makes people choose you, trust you, and stay loyal. Especially in my industry, your brand is everything.
And then purpose is what keeps you from burning out. If what you’re doing doesn’t feel aligned with who you are, it catches up to you pretty quickly.
Where it gets tricky is that they don’t always line up. Earlier on, I was saying yes to more opportunities just to get my name out there. As I’ve grown, I’ve become a lot more selective. Recently, I was offered a major role in a feature film, but the production quality and brand didn’t align with where I see myself going, so I turned it down and chose to wait for something that fits better long-term.
I’ve also experienced the burnout side. When I first started, I leaned more into a “girl next door” image because it appealed to a wider audience. It worked, but it didn’t feel like me. Over time, I shifted into a more dominant, luxury-fetish role, which feels much more aligned with who I am. That shift made it easier to stay consistent and actually enjoy the work again.
So it’s really a constant balance. You’re always weighing what makes money now versus what supports your brand and what actually feels right for you long-term.
Many CEOs focus heavily on strategy and profitability but hesitate to invest in their personal brand. What do you think about that? What have you seen work best?
I think in some industries you can separate the business from the person, but in mine, you really can’t. Your personal brand is the business.
If you’re not investing in it, you’re limiting your own growth.
I invest in my brand pretty consistently, and I’ve seen how much of a difference it makes. For example, I work with a publicist, which helps get my name out there more, especially when it comes to mainstream opportunities and brand deals. That kind of exposure doesn’t just happen on its own.
I also collaborate with other performers, and sometimes that’s a strategic decision. Working with bigger names can boost visibility, bring in more sales, and put you in front of new audiences. It also helps show your range to production companies in a way they might not see otherwise.
A lot of those collaborations aren’t about immediate pay. It’s more of a long-term play. The content stays out there, it continues to sell, and it helps build your name over time.
I think some CEOs hesitate because it feels less structured or harder to measure, but in reality, your personal brand is what opens doors. It’s one of the most valuable things you can build.
What are some misconceptions you’ve encountered about personal branding in the C-suite, and how do you challenge those narratives?
I think one of the biggest misconceptions is that personal branding is just about image or attention, and not something that actually drives real business.
In reality, your brand is everything. It’s what builds trust, brings people in, and keeps them there.
Another big one, especially for me, is that if your brand doesn’t look “traditional,” people assume there’s no real business behind it. Being in the adult industry, I get that a lot. People assume I don’t understand what it takes to run a company or build something long-term.
And I’ve had to prove that wrong, over and over again.
I take what I do very seriously. I’m professional, I show up, I stay consistent, and I treat this like a business in every sense. Not just in front of the camera, but behind the scenes too. Over time, that speaks for itself. I’ve had a lot of peers and industry professionals recognize that, which I really value.
I don’t really try to argue the narrative, I just focus on what I’m building and let that speak for itself.
At the end of the day, your personal brand isn’t separate from the business. It is the business.
What’s one specific way your visibility as a leader, through interviews, speaking, or social media, has directly impacted your organization’s success? Walk us through what happened. How did you know it worked, what changed in measurable terms?
One of the biggest examples for me was a post I made last year with another performer that ended up going viral. It got over 6 million views and brought in more than 100K new followers pretty quickly.
And it wasn’t just an influx of new social media followers, it actually turned into money. I saw a spike in traffic to my fan platforms, more subscribers, and more content sales. It was one of those moments where it really clicked how directly visibility can translate into income.
I’ve seen the same thing happen with interviews too. I did a podcast a couple of years ago that still brings in new fans to this day. I’ve had people tell me they found me through that interview, and even production companies mention that it played a role in booking me for scenes.
That’s when I realized visibility isn’t just a one-time thing, it keeps working for you long after you post it. So now I treat everything I put out publicly as part of the business.
Balancing profit and purpose is easier said than done. What practices or principles guide your decision-making when those two goals seem to conflict?
For me, it really comes down to thinking long-term.
There are definitely times where something might make good money, but it doesn’t fully align with the brand I’m building or where I see myself going. In those moments, I have to check myself and ask if it’s actually moving me forward or if it’s just quick money.
I’ve turned down opportunities that would’ve paid well because the quality or branding didn’t match what I want long-term. It’s not always the easiest decision, but I’d rather protect my brand than take something that doesn’t really fit.
At the same time, I’m not ignoring profit either. This is a business. But I’ve noticed that when I stay aligned and intentional with what I’m doing, the money comes in a sustainable way.
So it’s not really about choosing one over the other, it’s about making sure they work together.
Can you share a story about how aligning your personal values with your company’s mission created a breakthrough in performance or growth?
One of the biggest shifts for me came when I stopped trying to appeal to everyone and leaned fully into what actually felt natural to me.
Once I aligned my brand with who I really am, everything changed. I built a more niche but much stronger fan base. People who were more engaged, more aligned, and ultimately higher spenders, which led to better sales overall.
It also made consistency a lot easier. I wasn’t forcing content anymore, so there was way less burnout.
That’s when it really clicked for me, when your personal values and your brand are aligned, the business performs better across the board.
In your view, what separates a leader who simply “runs a company” from one who builds a movement around their message?
I think the difference is whether you’re just running something, or actually building something people connect to.
Anyone can run a company, keep things moving, focus on numbers and operations. But building a movement is different. That comes from people actually connecting to you, your energy, your mindset, what you stand for.
It’s not just about what you’re selling, it’s about how people feel when they interact with your brand.
For me, I don’t just want people to watch my content and move on. I want them to feel something, to be drawn into it, and to actually connect with my brand on a deeper level.
And you can’t fake that. It comes from being consistent and actually being aligned with what you’re putting out.
So I think the real difference is whether people are just consuming what you do, or if they actually feel like they’re a part of it.
How do you integrate storytelling into your leadership, both internally with your team and externally with your audience or clients?
For me, storytelling is a big part of everything I do.
Nothing I create is random. There’s always a feeling or dynamic behind it, especially with the more dominantrix, luxury-fetish side of my brand. That’s what pulls people in and keeps them coming back.
Even outside of content, it’s in how I show up. Posts, captions, the way I present myself. I want people to feel something, not just see something.
On the leadership side, I have a full team — editor, manager, agent, publicist — so I’m big on making sure everyone understands the vision. I’m very clear about the direction so everything stays consistent.
At the end of the day, storytelling is what turns content into a brand.
Can you share a time when taking a public stand or sharing your story authentically strengthened your credibility or influence?
I think one of the biggest shifts for me was when I started showing more of myself as a real person, not just an adult film star.
I started posting more of my day-to-day, vlogs, meals I’m cooking, just normal life stuff. It seems simple, but it made a huge difference in how people connect with me.
Everything started to feel more personal. My audience became more loyal, more engaged, and I even started getting personalized gifts from fans based on things I’ve shared, which was honestly really cool to see.
That’s when it clicked for me. People don’t just connect with what you do, they connect with who you are.
What are your “Top 5 principles for balancing purpose, profit, and personal visibility?”
1. Think Long-Term, Not Quick Money
I’ve turned down paid opportunities because they didn’t match where I see my brand going. Try this: Ask yourself if something still makes sense for you a year from now.
2. Your Brand Is Everything
Your brand is what drives your income, not just what you sell. Investing in things like a publicist and the right collabs has grown my audience and opportunities. Try this: Do one thing this week that builds your brand, not just your wallet.
3. Stay Consistent, But Stay Aligned
Consistency matters, but not if it’s forced. When I leaned into a more dominant, luxury-fetish brand, everything flowed better and performed better. Try this: Cut or adjust anything that doesn’t actually feel like you.
4. Let People See The Real You
When I started sharing more of my day-to-day, like vlogs and cooking, my audience became way more loyal. Try this: Share something personal this week, not just polished content.
5. Treat It Like A Business
At the end of the day, this is a business. Strategy and intention matter just as much as creativity. Try this: Look at one part of your work and ask how you can be more intentional with it.
Finally, if you could summarize your leadership philosophy in one sentence, what would it be — and why?
I lead by staying true to myself, thinking long-term, and being all in on what I build — because that’s what creates something real.
How can our readers continue to follow you or your company online?
Through my social media platforms. My Instagram is @violetvossxo and my Twitter/ X is @xovioletvoss.
Thank you so much for sharing all of these insights. We wish you continued success and good health!
About The Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
The New CEO Playbook: Violet Voss 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.