Overview

Before entering the U.S., Dolead was already a scaled company in France.

It had built an automated search-based acquisition engine for large B2C advertisers — telecom, utilities, insurance — delivering leads at guaranteed price and volume. The model was industrialized, predictable, and proven.

The question wasn’t whether it worked.
It was whether the U.S. market would understand it.

A proven engine, entering a saturated market

Dolead decided to expand into one of the most crowded B2B markets in the world. The timeline was aggressive: the CEO planned to relocate to the U.S. within three months and twenty days.

In that market, agencies, tools, and platforms all compete — and all sound the same. Being misclassified as “just another lead-gen vendor” would stall conversations before they began.

A lead VC recognized the risk and brought Tyos in.

The problem: misclassification

A rapid Tyos diagnostic surfaced the issue clearly.

Dolead didn’t fit any existing category.

Positioned as an agency, it would be commoditized.
Positioned as SaaS, it would be misunderstood.
Positioned as a performance network, it would blend into the noise.

This wasn’t a messaging problem.
It was a category problem.

Reframing the company

Working with the founder, Tyos clarified the underlying truth:

Dolead wasn’t an agency, a marketplace, a media network, or a SaaS tool.

It was a performance-guaranteed, industrialized acquisition engine, delivered as a managed service with predictable economics.

No existing category described this.
So Tyos created one.

Category creation: Leads-as-a-Service

Tyos coined and defined Leads-as-a-Service (LaaS) — a category that immediately reframed Dolead for U.S. buyers.

From there, Tyos rebuilt the U.S. GTM engine:

• category definition and positioning
• U.S.-specific messaging and pitch
• ICP segmentation and prioritization
• competitive differentiation
• launch playbooks for the Boston team
• a scored list of 20,000 target accounts
• sales enablement and talk tracks

This wasn’t a campaign.
It was a market entry system.

Execution

In three months and twenty days, the U.S. launch was ready.

When the CEO landed, the sales team already had:

• a clear ICP
• prioritized accounts
• pitch architecture
• objection handling
• persona-based messaging
• category language buyers understood immediately

Dolead entered the U.S. as the owner of a new category.

Outcome

The results followed quickly:

• 50 U.S. customers in six months
• accelerated pipeline velocity
• sharply reduced time-to-trust
• rollout to 17 additional countries
• competitors adopting the category language

Dolead became the reference for Leads-as-a-Service.