From heels to head office, women are taking the lead in adult nightclubs. ED Legal Correspondent, Larry Kaplan, recaps this year’s Expo panel dedicated to those making a difference.
Last year, the ED EXPO hosted a landmark discussion on the rise and impact of female general managers, proving that in today’s gentlemen’s clubs, women aren’t just stirring the drink—they’re often running the show. This year, a panel aptly titled “The Other Women” shifted the focus to the myriad of other crucial roles women hold, from operations directors and VIP managers to entertainers transitioning into leadership positions.
Moderated by ED Publisher Dave Manack, the panel featured a diverse group of industry leaders: Stephanie Wilbanks, Director of Operations for the Pony Clubs; Keisha Abel, a 20-year veteran of Spearmint Rhino who has served as everything from waitress to regional manager; and Sam Singh, an entertainer-turned-manager who has successfully navigated the transition from stage to staff.
Together, they explored the unique strengths women bring to every level of club operation, the fertile ground clubs have for sourcing internal talent, and the evolving dynamics of a female-driven industry.
MANACK: Stephanie, when did you first start with the Pony Clubs, and what drew you into this industry?
WILBANKS: I started with Jerry Westlund in 2006, initially as a party promoter. It’s a family business for me; my dad actually works for Jerry as well, so that’s how I met Jerry and became part of the industry.
I’ve held nearly every position in the club. I started promoting, then I stepped into the DJ booth, not by choice. I was managing days, and the DJ quit, so I had to learn to talk on the microphone and practice what I preached.
MANACK: It’s clear Jerry Westlund has prioritized hiring women. Why do you think it’s so important to him?
WILBANKS: Jerry has always been very female-centric in his leadership. I actually asked him if there was anything he specifically wanted me to say today, and he said, “Just tell them the truth. Women are smarter, more detail-oriented, more loyal, and they get the job done.”
MANACK: When you’re evaluating females within the organization for promotion, what characteristics or traits are you looking for?
WILBANKS: You’re looking for leadership, professionalism, and empathy. This is a human business, so we need women who can connect with all types of employees. I’m looking for reliability, consistency, and integrity—a woman who can show she can be counted on, day in and day out.
MANACK: Keisha, you’ve been with Spearmint Rhino for nearly 20 years. What initially brought you into the industry?
ABEL: I was a young single mom in my early 20s. I was a wedding photographer at the time and heard from friends about the good money to be made. I thought, “You know what? I want more for my daughter.” I never imagined that this side job as a waitress would become what it has, leading to all the wonderful experiences and opportunities to travel and meet amazing people. It was just a way to earn some extra money.
MANACK: You’ve worked in many different positions. How important is it to your current success to have learned and worked in those various roles?
ABEL: It was absolutely essential. I think it’s tough, even impossible, to do a great job at teaching and guiding people if you haven’t actually done the job yourself. The Lexington team strives to lead by example. One thing that makes our location special is our all-female management team. There’s a lot of mentorship. We tell our staff, “I was once in your position. This is what I experienced, and this is how I overcame it.” We’re leading by example and experience.
MANACK: The entire management team at Spearmint Rhino Lexington is comprised of females. How does that change the dynamic of the club with the entertainers, staff, and customers?
ABEL: It changes it completely. We’re mostly women at our club. The entertainers love it; we’re all friends. It’s our home. I think we’ve created a happy Rhino family. We’re there for one another, and it’s all about female empowerment and lifting each other up. It’s really a beautiful thing we have going on.
MANACK: Sam, you represent an entertainer who has transitioned to other roles. What made you decide to look at working in this industry outside of being an entertainer?
SINGH: Honestly, I was thrown into it. I was working a 12-hour shift as an entertainer when a waitress just walked out, so I started waitressing. Then I went into bartending. Believe it or not, another time the DJ just stepped out, and the owner asked, “Can you step into the booth?” I said, “Absolutely.” My husband has been a DJ for 25 years, so I’ve also taken up the profession. I’m now primarily DJ’ing, along with feature bookings.
MANACK: What aspects of being an entertainer helped you in those other positions?
SINGH: To be honest, I think the girls respond to me a little better than they do to men or people who have not been in the industry as a dancer. I feel very appreciated by my girls. There’s more empathy involved. I understand because I’ve been there. So, when I say, “Hey, I need you to go on stage,” and she says no, it’s like, “Okay, I got you. I’ll put somebody else up.”
MANACK: Let’s talk about the house mom. Stephanie, can you discuss the importance of that role for clubs that might not understand what they’re missing?
WILBANKS: A house mom is an extension of management that is incognito. They are in the dressing room, creating relationships with the entertainers, taking care of them. If a girl is having a rough day, the house mom may come to me and say, “Hey, when Samantha checks out, make sure you ask her about this.” It helps with our retention and keeps the girls coming back. They also have those tough conversations—about hair, makeup, nails—that sometimes our male managers aren’t comfortable having.
MANACK: Sam, in your experience as a dancer, how important is a house mom?
SINGH: The clubs that have house moms, I love so much more. It’s called ‘mom’ because it is your mom. You can discuss anything with her. If you need eyelashes, jewelry, or an outfit, they’ve got everything. If you need to go to the dressing room and cry, you can do that, too. I would definitely say every club should have a house mom.
MANACK: Keisha, when you look at entertainers who might want to move into management, what do you see that lets you know they have potential?
ABEL: Bringing entertainers into any position is a wonderful thing because they know this industry better than anyone. They’ve had hands-on, direct training with customers. There’s no better place to look for talent than the people right in front of you. We have one manager who is an ex-entertainer, and she’s been an excellent addition. We have also recently brought back another former entertainer who left years ago to pursue her PhD and become a doctor. She missed us and the atmosphere, and she recently returned to train in management. She’s doing amazingly well because no one knows the business better.
MANACK: Sam, what surprised you the most when you transitioned from entertainer to an employee role?
SINGH: This is something that needs to be addressed. The level of respect that I received as an employee versus an entertainer was the most surprising to me. When I became an employee, people suddenly looked up to me. They were listening to me, and I had a voice. The week before, I was a dancer, and the next week, I was an employee. The difference in the level of respect was the biggest surprise.
MANACK: Have you encountered the situation where an entertainer might still have one foot in dancing and the other in management, creating issues?
WILBANKS: We’ve definitely had that situation before. At that point, we just encourage the entertainer to stay as an entertainer until she’s really ready to make that jump. She can’t be concerned about her personal financial gain and the company’s financial gain at the same time. If she can’t take those blinders off, the best thing for her to do is remain an entertainer until she’s ready to really hang up the heels.
Larry Kaplan is a broker in the sales and purchase of adult nightclubs and adult retail stores, a principal in the Strategic Club Consultants customer service and security training entity, and the Executive Director of the ACE of Michigan adult nightclub state trade association. For 25 years, he has been the legal correspondent for ED Magazine for 25 years. Contact Larry Kaplan at 313-815-3311 or larry@kaplanclubsales.com.
