Ironically, it was a single-use, disposable vibrating ring that became the foundation of The Screaming O, transforming a basic foil pouch into the launchpad for a pleasure-product brand that has endured for over two decades.
With Justin Ross at the helm, The Screaming O has built a reputation for identifying opportunities that intersect culture, consumer habits and business. That instinct has guided Ross throughout a career that began long before pleasure products. Before founding Screaming O in 2005, he gained experience in finance, business development, investment banking, entertainment and international soccer investments. He earned an MBA from the USC Marshall School of Business, received the Dean’s Fellow Award, and worked at Roth Capital Partners in Newport Beach, California, and Millennium Partners in New York City.
We’re constantly looking for new opportunities, and we have a great team that continues to push the ball forward.
Although those chapters may seem unrelated, Ross sees them as parts of a consistent story.
“Whether it was sports, finance, entertainment or wellness, I was drawn to industries that were evolving and where strong brands could forge meaningful connections with people,” he notes. “At the core, I’ve always been interested in building organizations, spotting trends early and creating long-term value.”
When Ross entered the pleasure industry, the market looked very different from what it does today. Sexual wellness was not yet a mainstream retail category, and pleasure products were still commonly called adult novelties and often treated as hidden, fringe or impulse purchases rather than tools for intimacy, self-care and wellness.
The Screaming O arrived on the pleasure products scene with a different air. Its products were affordable, discreet, approachable and easy to understand, coupled with playful branding.
More than 20 years later, that original philosophy continues to shape the company.
“We have a fast-moving consumer goods line,” Ross emphasizes. “We don’t sell luxury items. We’re more like the Coca-Cola of the category. Does it matter if CVS and a convenience store both sell Coca-Cola? No. You want as many people as possible to be able to access your items.”
That mindset has enabled The Screaming O to reach consumers in more than 50 countries, build lasting partnerships with distributors and retailers, and remain profitable despite market fluctuations, regulatory changes, retail consolidations and shifting consumer preferences. It has also supported Momentum Management, the private company behind The Screaming O and Dynamo Wellness, in expanding while preserving the core identities of its brands.
Built Around People
Ross describes himself today as more of a high-level strategic presence than a hands-on operator. He says the team deserves the credit for pushing the company forward.
“I think the definition of success is having a dedicated team that’s been with me for a long time,” he shares. “We’ve been very fortunate to have grown through both the good times and the difficult times, and that comes down to the great people we have. We didn’t build anything overnight.”
Ross has long believed in “playing long-term games with long-term people,” a philosophy that applies not only to his employees, but also to distributors, retailers and brand partners.
“We prioritize relationships over transactions,” he explains. “We look for partners who share our values, communicate openly and think beyond the next quarter. Those long-term partnerships create stability, trust and opportunities that simply aren’t possible when every decision is focused on short-term gains.”
That approach has become part of the company’s culture. Many members of the Momentum team have worked with Ross for more than a decade. Some have advanced from entry-level or support roles into leadership positions. Others have left and returned. Across the team, one theme emerges again and again: Ross gives people room to grow.
Screaming O Vice President Dan Holman first met Ross while in college. At the time, Holman was studying business and considering a more traditional career path, whereas Ross embodied more exciting career aspirations.
“If anybody knows Justin, you know he’s very personable, very interested in people, and always intrigued by the world,” Holman muses. “I never had an older brother, and I respected him and looked up to him as a mentor.”
After graduation, Holman began interviewing for jobs that, as he puts it, “felt kind of soulless.” He considered finance and other business roles, but none felt right.
“I just felt like there was more to life than being a banker or going into some boring industry,” Holman adds. “I kept thinking, ‘Justin seems to be enjoying himself. He seems to have something good going on.’”
Holman reached out for advice, and Ross invited him to the company’s headquarters in Torrance, California, to see the business firsthand. That visit led to an opportunity, joining the company in 2013 as a brand ambassador and in-store merchandising representative.
“He showed me what the company and the industry were,” Holman reflects. “It looked like a good opportunity in a fun industry. Everybody had a good sense of humor, and they really took pride in what they were doing.”
That sense of pride, paired with humor, became one of the most important lessons Holman learned from Ross.
“I think Justin has instilled a culture of taking results seriously, making sure we’re always working toward taking pride in our work, always learning and always growing, while also building relationships and having fun along the way,” Holman says. “It goes along with our brand. You have to have some fun to be able to sell some fun.”
The balance between determination and levity has been essential to The Screaming O’s success. It requires price discipline, strong retail relationships, clear marketing, product consistency and a willingness to evolve without losing its brand identity.
“My finance background taught me to think in terms of sustainability, scalability and risk management,” he explains. “Product design and retail expertise are incredibly important, but I approach brand building by asking how we create a business that can thrive for decades, not just by launching a successful product. Every decision, from product development to distribution and manufacturing, is viewed through the lens of long-term growth and operational excellence.”
That lens helped The Screaming O navigate an industry that has changed dramatically since 2005. Ross identifies the mainstreaming of sexual wellness as the biggest shift.
Ross first noticed that shift in the early 2010s, as discussions about pleasure products expanded beyond the adult retail sector. During this period, health-care professionals, wellness influencers, and media outlets started addressing sexual wellness as an integral aspect of overall well-being.
“That change fundamentally transformed the industry’s direction,” he recalls.
Evolving With the Market
As the industry evolved, so did The Screaming O. The company invested in higher-quality materials, stricter quality control, product safety standards, and consumer-focused innovation. Its branding also shifted from purely product-centric to more lifestyle-oriented.
“Today’s consumers want brands that align with their values, wellness goals and personal identity,” Ross says. “So we’ve focused on creating a more sophisticated and approachable brand experience.”
However, sophistication has never meant the loss of the brand’s sense of humor.
From its earliest days, The Screaming O established its identity around products designed to attract customers rather than intimidate them. Holman emphasizes that a playful tone was key to the brand’s initial success.
“Screaming O is about sex, and this is supposed to be fun,” Holman asserts. “Sexual health and wellness is supposed to be fun and positive. I think we really leaned into that from the beginning of our company’s founding, and that’s what put us on the map, this lightheartedness and not taking ourselves too seriously.”
Creative Director Jeff Swenson played a major role in shaping that energy during an earlier era of the company. Known for his offbeat ideas and humor-driven concepts, Swenson worked on packaging, brochures and product ideas before moving deeper into product development. He learned the manufacturing process, taught himself 3D software and began working closely with factories.
“I knew a lot about the products, but I didn’t know how they were made,” Swenson shares. “Working here, I got a really good sense of the process. I brought a bunch of ideas to the table, and I told Justin, ‘I really enjoy that work.’ He said, ‘Let’s give it a shot and see what we can do.’ Then it was off to the races.”
Swenson recalls years of late nights spent emailing factories and traveling to China.
“Justin’s really well-traveled, and I had never been anywhere in my life,” Swenson says. “Going with him and having him show me the ropes was really awesome. I got my first passport.”
Swenson’s creative instincts helped produce some of the brand’s more playful items.
“Back in the day, before the internet was very popular, when you’d go into an adult shop, it was usually with a new partner,” Swenson says. “There was always that really uncomfortable feeling. Those products were designed to break the ice, like, ‘No way, look at this.’ A little bit of humor.”
Swenson recently returned to the company after several years away. Before coming back, he almost accepted a job selling potato chips for a major brand. Then he saw the punk band X play one of their final shows.
“They were all quite a bit older, but they put on one of the loudest, fastest, best live performances I had ever seen,” Swenson recalls. “You could tell they were born to play those songs. I’ve been in the sex toy industry, in some form or fashion, since 1998. So I thought, ‘Why would I want to sell potato chips I wouldn’t even eat?’ I was born to do this. Thanks for the reminder, X.”
Soon after, Screaming O President Jason Spaulding called to ask whether Swenson was available. Swenson flew down almost immediately and even lived in the Screaming O warehouse for a couple of months until he found a place to live.
“It was an awesome experience to be so immersed in it 24/7,” he notes.
Upon returning, Swenson found a company that felt both familiar and transformed. Ross had remodeled the headquarters, adding a new kitchen, improved workspaces and a production studio.
“It was a lot like coming home from college, and mom and dad had just gone to town on the house,” Swenson jokes.
Among Ross’ defining leadership traits is a cool, calm demeanor that Swenson says has helped him overcome anxiety about returning to The Screaming O.
“Sometimes I get the speed wobbles,” he admits. “I care deeply about this brand and, most of all, the people I get to work with. I had this horrible fear of letting the team down. Justin coached me out of that, helped me recognize where it was coming from, let it go, and turn that fear into excitement.”
Ross’ background as an athlete shines through in his leadership, inspiring the team’s resilience.
“The most important skill you can develop as a business leader is the ability to reset quickly,” Ross asserts. “That means if you have a bad conversation, you move on. If it’s a bad day, you start fresh tomorrow. If you miss a workout, you hit it the next day. If you make a poor decision, you learn and adjust. My philosophy is: You can’t control what happens to you, but you can control how long you let it affect you.”
That philosophy has been repeatedly tested.
“We had no control over the pandemic or a law that would wipe out half of our items because they use button-cell batteries,” he says. “But we were able to adapt and move forward. We built new products and strengthened alliances with our current and new customers. We’re constantly looking for new opportunities, and we have a great team that continues to push the ball forward.”
Ross is especially proud of the company’s ability to move quickly. As a smaller, nimble business, The Screaming O can spot what is working and double down, or recognize what is not and stop quickly.
“There’s that saying: If you are not evolving, you are dying,” Holman stresses. “It’s true. You have to keep moving. You have to keep trying new things. We’ve been around for 21 years now. We’ve evolved, and we will continue to evolve.”
That evolution has included trying more expensive products, maintaining lower-priced staples, and launching Dynamo Wellness, a sexual health and wellness brand that broadens Momentum’s reach beyond toys with vitality gummies, delay wipes and lubes.
“Consumers increasingly wanted products that sat at the intersection of wellness, performance and intimacy,” Ross emphasizes. “They were demanding cleaner ingredients, more transparency and scientifically supported formulations. Dynamo Wellness was created to meet those expectations and provide solutions that support confidence, vitality and overall well-being.”
Ross sees The Screaming O and Dynamo Wellness as complementary brands serving different parts of the same consumer journey.
“Both brands are focused on helping people live healthier, more fulfilling lives,” he shares. “The Screaming O focuses on pleasure and intimacy, while Dynamo Wellness expands into broader personal wellness and performance.”
According to Ross, the brand expansion reflects a larger industry shift. Consumers are more informed and younger shoppers are more open about identity and self-care. At the same time, there’s still room for greater education and accessibility.
“Consumers want trustworthy information and products that meet diverse needs,” Ross observes. “The industry can continue improving how it serves different age groups, identities, relationships and wellness goals while maintaining a focus on quality and credibility.”
That focus on accessibility has always been central to The Screaming O’s place in the market. Swenson describes the brand as a “working-class hero” in the pleasure products space.
“The price points are approachable for almost anyone,” he says. “Times are tough, and people are working harder than ever yet getting less for it. We’ve always delivered value for those who can’t justify spending a ton of cash on any purchase, let alone a pleasure product. In most cases, people just need a bit of joy to get them through, and we aim to deliver.”
That is why The Screaming O’s original vibrating ring is more than a legacy SKU. It represents a philosophy: Make pleasure approachable, affordable and easy to introduce into real people’s lives.
Jackie Blue, customer success manager at The Screaming O, has seen that legacy from multiple angles. Before joining the company five years ago, she knew the brand as an industry professional, watching it grow from a single disposable ring into a mainstay of the pleasure industry.
“Like many people reading this article, I have figuratively been ‘with the team’ since The Screaming O was just a little foil pouch with a disposable ring,” Blue remembers. “The one ring that door-knocked its way out of a garage and became a household name, all the way to New York City, where I worked and where we first met Justin on a trade show floor with just a single product. I like an underdog.”
Today, Blue handles B2C sales support, customer service, warranty replacements, and complaints and suggestions. She supports Holman with B2B order entry, customer support, sales and training for smaller chains and single-store locations. Additionally, she makes cold calls to revive quiet accounts, assists with spreadsheets, contributes to marketing and copywriting, and supports new product development.
“In short, I dot the i’s and sprinkle whimsy whenever I can,” she muses.
Blue says Ross’ support gives the team space to focus on relationships rather than simply managing transactions.
“Honestly, Justin is a marvel to watch work and listen to,” Blue gushes. “Forgive me if I sound like a starstruck teenager, but he is the type of person who makes you want to keep yourself on your toes, keep learning, keep striving and keep succeeding. His confidence is contagious.”
Blue says The Screaming O has evolved in nearly every way since she joined the team, yet its core remains intact.
“Has Screaming O expanded the catalog since then? Yes,” she says. “Have the teammates changed? Yes. Have we reinvented the ring? Well, yes, we actually did.”
She highlights products like the Ritz liquid silicone ring, Positive Vibe with its holster, Rebound Wand, and new Ohare additions — including an affordable five-speed rechargeable model and a remote-control option — demonstrating how the brand adapts to consumer needs while staying true to its origins.
“I continue the legacy that The Screaming O team trailblazed,” Blue asserts. “We didn’t start with the Big Five. We didn’t come from video or lingerie adapting to adult toys. We are one of the few true stand-alone second-generation companies.”
Ross says the challenge over the past two decades has been adapting without losing that identity.
“Consumer expectations, retail channels, regulations and marketing platforms have all changed significantly,” he explains. “The challenge is staying innovative and relevant while remaining authentic to your brand’s mission and values.”
That authenticity becomes especially important as pleasure products move further into mainstream retail. Ross does not view mainstream availability as a threat to adult retailers, at least not for The Screaming O’s category. Instead, he sees broader distribution as a way to build awareness and expand access.
“I see it as a benefit where one can drive the other,” Ross argues. “It’s the convenience of running into a place and grabbing our items or some of the Dynamo items, whether it’s a delay spray, a wipe, gummies, or whatever it might be. You have a consumer coming in looking for innovative things, and they also want the convenience of being able to grab it anywhere, whether it’s online or in store.”
For The Screaming O, the focus is not on chasing every trend or flooding the market with products. The company launches five to 10 new items per half-year.
“We don’t just launch a million products,” he says. “We’re very selective, and they must undergo extensive testing and validation.”
Asked what he would tell his younger self before launching The Screaming O, Ross first jokes, “Invest in Bitcoin,” then turns serious.
“We had a great time building the business, and I have no regrets,” he says. “I would tell myself to be true to the cause, be a little more cautious about the people I trust, and continue to stay focused on developing brands and products that people will want for a long time to come.”
Ross's perspective on brand legacy emphasizes longevity, viewing a brand not merely as a logo or packaging but as an emotional connection.
“When you look at a logo, you’re looking at a brand. It should give you a feeling,” Ross notes. “If companies are doing the right thing and creating that feeling when you look at something, then they’ve done it right. That’s the hardest thing in the world, to get somebody to associate an image with a feeling.”
According to Holman, Screaming O is refocusing on its roots of good quality, fun packaging and affordable products that everybody can try. The company’s renewed creative energy is part of that return. With Swenson back on the team, Holman says The Screaming O aims to recapture more of the playful, shareable spirit that helped establish the brand.
“People like sharing things,” Holman adds. “People like laughing. You send your friends something and say, ‘Did you see that?’ You want something that feels good and can be shared. I think we’re going to get back to that a lot more in the coming products.”
Ross also believes in sharing success. Because Momentum is privately held, he cannot issue public shares, but he says the company has built financial participation into its culture when the business performs well.
“Nothing gives me more pleasure than to have a dedicated staff participate in that success,” Ross enthuses. “That’s usually done with financial gains, bonuses, checks and higher salaries."
This approach has fostered a team where members feel committed to the results.
“They’ve adopted that too,” Ross reveals. “They’re big leaders as a team, and everybody wears lots of different hats. I feel like everybody has a say, which is really cool.”
What started as a company with a single ring has now developed a culture equally as significant as any product line. Over the past 21 years, The Screaming O's growth reflects how people have grown with the brand, leaving their mark and influencing its future.
That future includes continued development of The Screaming O, expanded opportunities for Dynamo Wellness, and a broader focus on products that support wellness, performance and human connection. Ross does not want to reveal too much about what is in the pipeline, but he says the company has “a great lineup of things in the hopper” with “cool innovative twists.”
Even after more than two decades, Ross says the industry still surprises him.
“The pace of innovation and the industry’s continued ability to reinvent itself,” he acknowledges. “Consumer needs evolve, technology advances and cultural conversations change.”
Outside of work, Ross says his priorities have changed. He focuses on physical fitness, healthy eating, living by the beach, and taking care of himself and his loved ones.
“We only get one chance around this world,” he says. “First and foremost, it comes down to health.”
This viewpoint reflects the broader development of his business. What started as “adult novelty" has now become part of a larger dialogue around wellness, intimacy and connection. The terminology has shifted, the category has widened, and The Screaming O has evolved from a foil-pouch innovator into a multigenerational brand with worldwide presence.
Yet for Ross, the mission remains refreshingly direct.
“I still think there is a lot of room to grow and a lot of opportunities to educate the world on these types of products and bring fun into people’s lives,” he predicts.
That may be The Screaming O’s most enduring legacy. The brand has made pleasure more accessible, demonstrated that fun can be serious business and shown that a playful brand can be cultivated with discipline, focus and a long-term vision.
After two decades, Ross is watching the next generation of his team carry it forward.
“Ultimately, the goal is to leave behind businesses that are stronger, more impactful, and more relevant than ever to the next generation of consumers,” he says.
Just as the company and the pleasure market have transformed, Ross has similarly evolved from founder and operator to mentor, strategist and guardian of a brand designed for long-term success.
