Transforming B2B Sales with Real-Time Data: A Q&A with Janik Deimann, CEO of Leadscraper

I am Janik Deimann, founder of Deimann Com GmbH in Hamburg. I have been self-employed in online marketing for around ten years and spent a good part of that time working with large German companies on their acquisition and growth. That work is where the idea for my current company came from, because I kept running into the same bottleneck from the other side of the table.

In January 2026 I founded LeadScraper, a B2B lead generation tool that works differently from the databases most sales teams are used to. Instead of pulling records from a static list, hundreds of AI agents search the live web and build a contact list that matches what you actually sell. Users describe their ideal customer in their own words across five free text fields, and the system interprets that description rather than forcing it into dropdown filters. Every result comes with company name, website, email, phone number and the right person to talk to, plus a visible source so you can check where the data came from.

LeadScraper is the first major project inside a broader plan for Deimann Com GmbH: an AI-first company builder that develops and runs operational software products.

We are bootstrapped, so buying growth was never an option. That turned out to be an advantage. It forced us to find product-market fit through conversations instead of through spend.

In the early months I worked obsessively closely with our first customers. I asked what they searched for, what came back useless, and why. Then we shipped changes within days. We still get slightly bewildered feedback about how fast a suggestion turns into a feature, and that speed is deliberate. It is also built into the product itself: after each search, users rate individual leads with a thumbs up or thumbs down, the system recognises patterns in those ratings, and the search logic adapts. Every customer effectively trains their own version of the algorithm, so two companies running an identical search get increasingly different results over time.

Growth followed from that rather than from advertising. Customers here in Germany got results, told other people, and came back. What surprised me was the next step. Enquiries started arriving from outside Germany, first from neighbouring markets and then further afield, from teams who had found us and wanted to know whether the system understood their market the way it understood ours. Answering that question honestly is what pushed us to make LeadScraper work internationally, and it now does.

Be honest with yourself about what you are genuinely good at, then build around that instead of around your gaps.

Founders get buried in advice from podcasts, books and interviews, most of it describing what worked for someone with a completely different profile. I spent years trying to get better at the parts of business I found draining, and the moment I stopped compensating for weaknesses and started applying my actual strengths, the results changed. That decision cost me money in the short term. It was still the right call.

The practical version: test things, and trust your own read of a situation more than you probably do. If something in your business feels wrong while every piece of external advice says it is fine, look harder at the thing that feels wrong. It sounds like a platitude. Almost nobody actually does it.

The biggest lever for revenue in B2B sales is not how many calls you make or how polished your script is. It is who you call and how well that contact fits what you sell. Everyone in sales knows this, and almost nobody has a good way to act on it.

I have been self-employed in online marketing for around ten years, a good part of that spent working with large German companies on acquisition and growth. From that vantage point I watched sales teams burn entire weeks on the wrong prospects. They called businesses with no need, no budget and no interest, and both sides walked away annoyed. The data behind those calls was usually bought, often months old, and the competition had already worked through the identical list.

Selling gets dramatically easier when you talk to companies that have a real need at the moment you reach out. You do not have to be an exceptional salesperson at that point, because when the need exists, companies buy. So the question I set out to answer was how to identify those companies systematically, without relying on databases that go stale the moment they are compiled. Real-time search was the only answer that held up, and that became LeadScraper.

Building the system in the first place was brutally hard, and there was a stretch where I was not sure it would work at all.

Relevant business information does not sit in one predictable place. Sometimes the decisive detail is on the company website, sometimes it is buried in an industry directory, sometimes it only surfaces in a public profile. A system that handles just one of those cases is useless in practice, because real sales targeting almost never fits a clean template. On top of that, everything has to hold up under GDPR, which puts genuine constraints on the architecture rather than being a checkbox at the end.

I put a lot of time and a lot of my own money into that phase before there was anything to show a customer. What got me through it was narrowing the question. Instead of asking whether the system could handle everything, I asked whether it could handle one specific, genuinely difficult search better than a person doing it manually. Once that worked, the rest became an engineering problem rather than an open question.

Two things, and I underestimated both.

The first is how much of building a company is deciding what not to do. I have watched plenty of founders, myself included, work extremely hard on the wrong things and mistake the effort for progress. Long hours mean very little if those hours go into problems that do not move the business. Ruthless prioritisation is a skill, and it is harder than it sounds, because the wrong work usually feels productive.

The second only became clear as we grew. We built the product for the German market and it worked well here, and then enquiries started arriving from outside Germany. My assumption was that serving them would mostly be a translation exercise. It is not. What matters is whether the system understands how a market is actually structured: the roles, the qualifications, the way companies describe themselves in that language. That is not a filter setting, it is part of how the system reasons about a lead. Once I understood that the real difference between markets is context depth rather than language, international expansion stopped feeling like a leap and started feeling like the same product doing what it was designed to do.