Aligning enterprise-grade technology with executive-level GTM

When Braincube engaged Tyos, the company was already Europe’s leader in industrial AI — trusted by global manufacturers and actively selling in the United States.

The challenge was not product maturity or market access.
It was GTM altitude.

In the U.S., large manufacturing AI decisions were increasingly made by CEOs, COOs, and transformation leaders evaluating enterprise-wide impact across multiple plants. While Braincube’s platform operated at that level, its narrative was still landing too low in the organization.

The technology was enterprise-grade.
The story was not yet framed that way.

Bpifrance, a key investor, brought Tyos in to strengthen Braincube’s GTM foundation for U.S. enterprise cycles.

Diagnosing the GTM gap

A Tyos GTM diagnostic highlighted several structural constraints:

• messaging anchored primarily at the operator and engineering level
• executive business outcomes not clearly articulated
• differentiation blurring as U.S. competitors intensified activity
• GTM assets not aligned with U.S. enterprise expectations
• narrative inconsistencies across founders, U.S. sales, and marketing

Braincube had the capabilities to win large U.S. accounts — but not yet the GTM framing to do so consistently.

Reframing Braincube for executive decision-makers

Tyos partnered with leadership to elevate the GTM foundation.

Executive buyer insight

Tyos interviewed senior U.S. manufacturing leaders to understand how AI transformation decisions were evaluated at the executive level. The insight was clear: Braincube’s strongest value surfaced in strategic outcomes — productivity, resilience, scale, and speed of deployment — not just operational optimization.

Positioning architecture

Tyos authored a new long-form positioning framework that reframed Braincube as an enterprise AI transformation platform rather than an Industry 4.0 tool. The narrative clarified:

• who the true executive buyers were
• the business problems that triggered investment
• how Braincube delivered value at multi-plant scale
• why its approach differed structurally from competitors

Aligning messaging and U.S. execution

The positioning was translated into a unified GTM system:

• executive-level narrative and value stories
• persona- and segment-specific messaging
• competitive framing aligned to U.S. enterprise cycles
• a clear land-and-expand story across manufacturing networks

Tyos also supported the modernization of Braincube’s brand and website to better reflect U.S. enterprise standards, ensuring external perception matched the scale of the platform.

Founders, sales, and marketing teams aligned around one shared story — designed to resonate at the executive level.

Outcome

With an elevated GTM foundation in place, Braincube strengthened its U.S. commercial momentum:

• conversations consistently moved up to CEO, COO, and transformation leaders
• enterprise sales cycles accelerated in priority U.S. accounts
• differentiation sharpened in competitive, late-stage segments
• the platform was understood as a driver of industrial transformation — not an operational tool

Braincube now shows up in the U.S. market with the clarity, posture, and credibility expected of a category leader.

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