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Overexposed

How porn's love affair with technology may finally have met its match

December 17, 2025

6 min read

December 17, 2025

6 min read

Photo: Dreamstime.

Back in the late 1970s, when the VHS and Betamax videotape formats were battling it out for market share, pornographers backed VHS despite its inferior quality, preferring its longer recording time. VHS subsequently thrived, while Betamax became a byword for failure. As for porn, by the early 1980s it had snapped up over 50 per cent of American videotape sales.

In the 1990s, pornographic websites were taking credit card payments online whilst most businesses still thought the internet was a passing fad, or simply didn’t trust it. A Dutch porn outfit developed streaming video in 1994—years before YouTube existed. Subscription models meanwhile (pun intended), were mastered by the porn industry long before Netflix made them respectable.

Now, however, AI has arrived, and the porn industry has predictably rushed to embrace it. And that is becoming a problem.

Porn remains big business. The industry is worth 76 billion US dollars globally, and is heading for 118 billion US dollars by 2030. But dig deeper and things get weird fast.

Emily Pellegrini is a good example of the problem. Amongst the internet’s more successful adult content creators, she has reportedly earnt up to 100,000 US dollars per month. Like the AI-generated young lady in the photo above, however, Emily does not exist. She too is AI-generated. 

Emily is not alone. Whole companies now flog toolkits for creating and promoting AI models. The full package: realistic image and video generation, automated chatbots, business management software. Don’t fancy appearing on camera? Don’t want to hire photographers? No bother. One firm reckons you can “create an OnlyFans model in just one click”. The high barriers to entry have, you might say, been stripped away.

When supply becomes infinite

Every previous tech leap—VHS, internet streaming—expanded the market for porn whilst keeping one fundamental constraint in place: you needed human performers. AI bins that completely.

Anyone with halfway decent technical skills can now churn out unlimited content featuring AI-generated performers. The economics have shifted entirely. Supply has, effectively, become infinite. 

Consumers, for the time being at least, do not appear to care. Platforms report solid engagement with AI-generated models, which rather suggests people prefer the fantasy to the reality—or are too lazy (or dumb) to spot the real from the fake.

But then there’s the properly dark side of the industry to consider. Deepfake technology has gone industrial. The US National Center for Missing and Exploited Children received 67,000 reports of AI-generated child sexual abuse material in 2024. In the first half of 2025 this had increased to 485,000 reports. South Korea is churning out much of the world’s deepfake porn, with the country’s female celebrities facing the consequences.

Legislators have at least woken up to the threat of AI porn. America’s Take It Down Act sailed through Congress in May 2025—passed nearly unanimously, which tells you how bad things had got. It criminalises non-consensual intimate imagery. Platforms have got 48 hours to remove flagged content or face the music. The EU’s AI Act demands transparency for AI-generated content. Some 45 US states have banned AI-generated child sexual abuse material outright.

This crackdown on the darker side of AI porn is landing just as the adult industry’s innovation advantage looks shakiest. Porn companies used to operate outside mainstream commerce entirely. Respectable firms wouldn’t touch them, which meant they had to innovate on their own. That isolation created serious technical chops. They built proper payment systems when nobody else would help them. Invented affiliate marketing. Figured out customer retention before it had a fancy name.

Netflix’s subscription model? Porn did it first, years earlier. The OnlyFans creator economy? Amateur adult content paved that road ages ago. Mainstream companies just copied them later and pretended they’d invented it themselves.

Commodification bites back

The lessons other industries might nick from porn’s AI adoption aren’t exactly straightforward. Certainly, the adult sector is brilliant at adopting new tech. Its willingness to experiment offers proper value there for any digital business. Its ability to convert casual browsers into paying customers through strategic free samples is genuinely unmatched.

But porn is also showing what happens when commodification runs completely wild. Product differentiation vanishes. Barriers to entry evaporate. Even the most profitable business models start looking wobbly. 

Think about what AI-generated content actually means. It scales infinitely at basically zero marginal cost. One person can run dozens of synthetic personas at once, each with different looks, personalities, content libraries. That doesn’t just threaten human performers (though it absolutely does that). It threatens the whole economic structure of adult platforms.

If anyone with basic tech skills can deploy AI models at scale, what’s the platform actually worth? OnlyFans built its entire business on providing infrastructure for creator-fan relationships. When both creators and relationships become synthetic, that infrastructure’s value drops through the floor.

The irony is almost painful. An industry that prospered by jumping on disruptive technology first is now facing tech that might disrupt it out of existence, staring at a future where its product is infinitely replicable, its performers are potentially obsolete, and its business model looks horribly vulnerable.

Adapting to exposure

Will the adult industry adapt? Of course it will. It always has.

Some creators are already selling human authenticity—the rather basic fact that they’re actually real people—as a premium product. Others are trying hybrid models that mix AI efficiency with human oversight. Niche markets might hold up; specific tastes and customisation don’t automate easily. Legislation might constrain AI’s worst applications, especially non-consensual deepfakes and synthetic child abuse material.

But don’t kid yourself about what’s happening here. The industry that invented digital commerce is facing its biggest challenge yet. AI isn’t just another tool to bolt on. It’s attacking the scarcity economics that made adult content profitable from the start.

Other industries should be paying very close attention. If porn—which has in many ways led every previous tech disruption—is struggling with AI, what chance have less battle-hardened sectors got? The industry that taught everyone else how to monetise digital desire might be about to learn that some innovations are too disruptive even for dedicated disruptors.

Turns out even the most uninhibited industry can discover that there is such a thing as too much exposure.

Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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