Chief Operating Officer Megan Swartz opens up about the year’s biggest hurdles, identifying the products that will sell and how Janra is staying on course with its ambitious expansion plans.
(Note: This article appears in the December issue of SE Magazine.)
When it comes to multitasking, few in the adult retail industry wear as many hats as Megan Swartz. As Janra’s Chief Operating Officer, she oversees an extensive portfolio that spans adult retail stores, nightclubs and bars, all while managing day-to-day operations and offering support to management staff across multiple divisions.
With a career spanning over two decades in the industry, Swartz brings extensive experience from her previous roles. From her early days working in adult retail stores and nightclubs for Déjà Vu to her position as Janra’s Director of Purchasing before her recent promotion to Chief Operating Officer, Swartz has built a career defined by strategic growth, operational precision and a deep understanding of consumer behavior.
Over the years, she has overseen purchasing, vendor relations, training initiatives and large-scale retail events while guiding Janra’s expansion across the U.S. Her background in product selection and merchandising has given her a keen sense of what sells, and more impressively, what doesn’t. As a seasoned leader and one of the most respected voices in adult retail, she is recognized for her ability to identify emerging trends and her efforts in aligning vendor partnerships with company values.
In this installment of the StorErotica Interview Series, Swartz offers advice that is helpful to manufacturers, vendors and retailers alike. Her thoughts on developing strategic relationships, competing with big-box stores and the lack of innovation in today’s new products are invaluable to anyone in the industry. Additionally, Swartz offers insight on her evolving leadership role, the company’s continued expansion goals and how Janra’s inaugural warehouse show is setting a new standard for team engagement and industry collaboration.
SE: Tell me a bit about your role at Janra. What does your day-to-day look like?
Swartz: My role evolves constantly based on the company’s priorities. Typically, I handle approving purchase orders, coordinating new product selections, scheduling monthly training seminars and consolidating commission reports. I also organize team incentives, create performance-based sales reports and support both the warehouse and accounting departments — particularly with cash reconciliations for the clubs. Overall, I act as a point of support for any issues that arise across teams, especially for our retail General Managers and Regional Managers, ensuring operations run smoothly and efficiently.
More recently, under my new role as Chief Operating Officer, I’ve taken on broader responsibilities across all of our businesses and divisions. That can be a challenge, given our portfolio includes numerous nightclubs, bars and other ventures that aren’t necessarily my primary focus.
SE: What has been your biggest challenge of 2025?
Swartz: Definitely communicating to manufacturers that we’re not in a position to take on new products at the pace they’re being released. We focus on working with vendors who provide tangible support for our brand as we grow, and that’s where we prioritize spending. Sometimes we’re offered products we don’t have strong confidence in based on current sales data, and some brand representatives can be quite persistent.
I understand vendors are eager to secure orders, especially given the industry-wide slowdown caused by tariffs. While I value those relationships, my responsibility is to make sound business decisions — not emotional ones. Every purchase must align with our financial goals and long-term strategy. Over time, I’ve learned that we’re better off cultivating extremely strong, close relationships with a select group of trusted vendors.
SE: In your opinion, how has the market evolved in recent years? Are you seeing more or less innovation from the new products hitting the market?
Swartz: The market has become much more trend-driven in recent years. The timeline from product conception to retail shelves has shortened dramatically, allowing brands to respond quickly to emerging consumer interests. Technologies like Pleasure Air, pioneered by Womanizer, have reshaped the industry.
However, we’ve also seen an influx of similar or “copycat” products. While some brands continue to innovate, many are focused on capitalizing on existing trends rather than creating something truly new. Genuine innovation is becoming increasingly rare, but when it does occur, it tends to gain long-term traction.
“Packaging is a key indicator of success. Thoughtful, well-designed packaging that communicates clearly to the consumer can significantly boost sales.”
— Megan Swartz, COO at Janra
SE: What kinds of products tend to pique your interest?
Swartz: Products that are both innovative and anatomically sensible — items my team and I can confidently explain to guests. Many products claim to be innovative, but few add real value to the customer experience.
SE: Are there markers that signify a product is more likely to sell?
Swartz: Packaging is a key indicator of success. Thoughtful, well-designed packaging that communicates clearly to the consumer can significantly boost sales.
SE: What about red flags that indicate a product is less likely to sell?
Swartz: A red flag for me is when a new company launches a large line of undifferentiated products. Those tend to disappear as quickly as they arrive.
SE: When comparing two similar products, how do you choose one brand over another? How important are things like product packaging, sustainability, country of origin and company values?
Swartz: I tend to choose the brand that provides the strongest support to our team and program. Packaging is especially critical — it needs to tell a complete story, particularly when guests browse independently.
Sustainability and warranty coverage also play a role. Most reputable companies today stand behind their products, which builds consumer confidence. Country of origin isn’t a deciding factor for us. What matters most is performance and sell-through.
That said, company values are non-negotiable. If a brand’s values around inclusion, equity or respect for protected classes don’t align with ours, we won’t carry their products. Vendor support is also key, especially when it comes to marketing materials, displays, signage and other tools that help promote products effectively.
SE: What industry trend do you wish manufacturers would let go of?
Swartz: The market has become oversaturated with “basic” products. I don’t see value in discontinuing proven items just to gamble on new, nearly identical ones. Adding new products carries hidden costs — system integration, warehouse logistics, shelf space — that many underestimate. With our scale, even a small change can be a major undertaking.
On the other hand, I’d love to see more truly innovative products that create unique experiences or fill real gaps in the market, rather than endless variations of what already exists.
SE: What is your criteria for working with new vendors? Do you have any advice on how they can get their products on your shelves?
Swartz: If a vendor offers something genuinely unique or has that “wow” factor, we’re open to placement. The best way to introduce a brand is by sending a sample, which allows us to assess quality and packaging firsthand.
Overwhelming us with repeated emails or frequent follow-ups is counterproductive. Our team wears multiple hats and is extremely busy. If we decline a product or request a sample, we typically won’t provide detailed feedback simply due to the volume of inquiries we receive daily.
SE: In your opinion, how do big-box stores like Target and Walmart’s selling adult toys impact the industry? Do you think adult stores are at risk of losing business to them in the future?
Swartz: This might be an unpopular opinion, but I don’t believe big-box stores are taking business away from adult retailers. In fact, their presence often sparks curiosity that drives people into our stores, where they can explore a broader selection in a comfortable, knowledgeable environment.
Big-box stores can’t match the expertise or variety that dedicated adult retailers offer. Most of their products are kept locked up, which discourages engagement. Ultimately, I see their involvement as a positive — it helps normalize the industry and reduce stigma. It’s more of a blessing than a threat.
“Company values are non-negotiable. If a brand’s values around inclusion, equity or respect for protected classes don’t align with ours, we won’t carry their products.”
— Megan Swartz, COO at Janra
SE: What are your thoughts on the trade show model? In your opinion, are they worth it anymore?
Swartz: My favorite trade show format is the one used by XBIZ. It offers an ideal environment for focused, productive meetings. I prefer smaller, more private settings where meaningful business can actually take place.
Trade shows are worthwhile primarily for those looking to add a substantial number of new products. Otherwise, many events have become more social than transactional, especially when buyers face spending freezes. Today, most product reviews can easily be done through digital catalogs or vendor communication.
Overall, the market feels oversaturated with trade shows, and budgets can only stretch so far. For that reason, I’ve become selective about which ones I attend.
SE: How many trade shows do you usually attend each year? Do you enjoy the travel aspect or wish more were held remotely?
Swartz: I typically attend two to three trade shows annually — usually ANME, XBIZ and Altitude. The length of my attendance (or whether I go at all) often depends on my children’s schedules. Family comes first, and since I can handle most business by email or phone, attending every event isn’t essential.
I’m not a fan of remote trade shows as they tend to feel like extended Zoom calls. I’d rather review a catalog at my own pace. And over the years, I’ve come to enjoy travel less — airplanes, hotels and long trips away from home aren’t as appealing as they once were.
SE: Speaking of industry events, tell us a bit about Janra’s recent warehouse show. How did that go?
Swartz: This year, we hosted our inaugural warehouse show, which was an incredible success. We welcomed over 80 general managers and more than 20 vendors, making it one of the most impactful events I’ve ever organized. It spanned four days and featured scheduled vendor meetings, educational workshops and thousands of dollars in raffle prizes.
Every attendee left with at least a $50 gift card, and several won larger prizes, including iPads, Apple Watches, TVs and $500 gift cards. The event was all-expenses-paid for our top performers, complete with generous gift bags provided by our vendor partners.
Overall, it was an amazing opportunity for both vendors and team members, and we’re already planning to make next year’s event even bigger and better.
SE: Fill us in on what has changed at Janra since we last spoke to you in 2020. Back then, the goal was to expand to over 150 retail locations by 2028. Is Janra still on track to reach that goal?
Swartz: A lot has changed since 2020. In 2022, we transitioned to a new inventory management system across our warehouse and retail network. It was a major undertaking, but it has improved efficiency and accuracy across the board. We’ve become significantly more systematic and deliberate with our rollouts. We’re not a “mom and pop” operation — every change must be meticulously planned or it can get messy fast!
Back in 2020, we had far fewer locations — and many were temporarily closed due to COVID. Today, we’re back on track toward the 150-store goal. By year-end, we expect to acquire over 20 new locations.
We’ve also mastered online retail through several custom websites and channels — arguably more challenging than brick-and-mortar expansion — and have grown our distribution business to include new external clients. We’re proud of our progress and remain focused on long-term growth.
SE: When acquiring a new business, why does Janra keep the original storefront names?
Swartz: Primarily, it’s more cost-effective. Most stores already have local recognition and goodwill, which helps retain customer loyalty during transitions. Changing a name unnecessarily can actually hurt sales.
That said, if a business has a negative reputation, we’re quick to make clear that it’s under new ownership — signage helps with that. Maintaining existing names also allows us to focus resources where they have the greatest impact as we continue expanding.
SE: What qualities do you look for when purchasing a store?
Swartz: We evaluate several factors, with price being the most obvious. We also consider location, local ordinances and complete licensing and income documentation — missing or falsified records can become costly issues down the line. Ideally, we prefer to purchase the underlying real estate as well.
A top priority for us is keeping the existing team employed. We rarely replace staff unless someone is completely unsupportive of the transition. The team is a huge part of a store’s value. We provide commissions, incentives, strong inventory and robust training — so our takeovers are usually met with enthusiasm, not resistance. For sellers, it’s reassuring to know their employees will continue to be supported.
SE: How can interested sellers reach you?
Swartz: Anyone interested in selling can reach out to office@janra.com with details.
For more information, visit janra.com.
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