Why I Wrote Adonelle Touch

A friend recently asked me how I arrived at writing Adonelle Touch.

The honest answer is that the idea first came as a spark. But like most meaningful ideas, it did not appear from nowhere. It grew out of a wider context: two decades in business, years of working with brands and marketing, my own lived relationship with sex-positive values, and a growing sense that something in the dominant business logic was incomplete.

For much of my professional life, I worked inside the world of performance, campaigns, efficiency, conversion, and output. Those things matter. Business has to perform. But again and again, I saw a deeper pattern: when people do not actually feel good with a brand, trust fades. Growth may happen for a while, but eventually the cracks show.

Then one evening, a question came to me:

What if sex-positive values could be the guiding principle of a company itself?

That question became the beginning of Adonelle Touch.

At first, I imagined Adonelle as an advisory project. I wanted to build the framework and start working with organisations directly. So I began by developing the core of what became the Adonelle Touch framework: the four pillars, the central ideas, and the first ways these values could be translated into branding, leadership, culture, communication, and customer experience.

That development process involved a lot of thinking, testing, and conversation with my partner, Eliia. The framework did not grow only from business theory. It also grew from lived experience, from our relationship, from the way we think about sex-positive values, and from many conversations about what these values could mean outside intimate life.

But the more the idea developed, the more I felt that it needed a deeper foundation first. The language was too new. The bridge between sex-positive values and business needed to be explained carefully, not only offered as a service.

So I stopped and wrote the book. That decision made sense intuitively. This is the way I actually work very often. Even with strategic decisions, I stop and listen to myself carefully to feel whether there is a strong sense of recognition. If an idea feels not only interesting, but necessary and right. Adonelle Touch came from the same kind of recognition.

The idea also connected with something I had been sensing for years. That performance alone does not sustain trust. People return to brands, cultures, and relationships that feel clear, respectful, alive, and good to engage with.

The book was written to give this thinking language and structure. It introduces the Adonelle Touch framework and shows how sex-positive values can be applied to leadership, branding, organisational culture, communication, customer experience, and measurement.

My hope was simple. To create something that helps leaders, educators, entrepreneurs, and teams see business differently. Not only through performance, image, and persuasion, but through trust, relationship, and lived experience.

I believe the future belongs to brands that feel good. When people feel good, they trust. When they trust, they engage. And when they engage, growth follows naturally.

That is why I wrote Adonelle Touch.