The iGaming industry's growth trajectory over recent years has been undeniable, but EveryMatrix co-CEO Jonas Groes argues that the real challenge now lies in what comes next: building the structural foundation to scale sustainably rather than simply chasing expansion.
Speaking on the G3 Podcast, Groes outlined how the company is approaching this transition from growth-focused to scaling-focused operations, drawing on his background at EY to bring structured thinking to a traditionally fast-moving sector.
From consulting to iGaming leadership
Groes acknowledges that his path into iGaming wasn't conventional, but finds parallels between his current role and previous experience in professional services.
"What feels familiar is the level of talent and engagement across the organisation. You're working with very capable people who are committed to what they do, and that translates well from my time at EY."
— Jonas Groes, co-CEO of EveryMatrix
The differences, however, are stark. EveryMatrix operates as a product-driven business with accelerated decision-making cycles and less formal governance structures compared to traditional consulting environments.
"What's different is the structure and the speed. This is a much more product-driven business with faster decision-making and less formal governance, which creates a different kind of environment where you need to balance agility with the right level of control."
— Jonas Groes, co-CEO of EveryMatrix
Leadership Transition Framework
Professional services executives transitioning to product-driven tech companies typically face a 6-12 month adaptation period. Key success factors include embracing reduced documentation requirements, faster prototype-to-market cycles, and cross-functional team dynamics where technical and commercial decisions intersect daily.
Navigating the co-CEO dynamic
The company's dual leadership structure, with Groes sharing the co-CEO role with his brother, requires constant alignment under pressure. Rather than rigid role divisions, the arrangement operates on fluid responsibilities with natural specialisation areas.
Jonas Groes focuses primarily on commercial operations, client relationships and organisational elements, while his brother concentrates on product and software development. This division allows for specialised expertise while maintaining collaborative decision-making processes.
"Trust is the foundation and that part is very strong for us. We know each other well and operate from that platform, which makes decision-making easier."
— Jonas Groes, co-CEO of EveryMatrix
The challenge lies in preserving the organisation's natural speed advantage while implementing sufficient structure to support scaling operations.
Pros
- Natural specialisation reduces decision bottlenecks
- Built-in succession planning and continuity
- Shared accountability for major strategic decisions
Cons
- External stakeholders may seek single point of authority
- Potential for conflicting priorities between operational areas
- Compensation and equity structuring complexities
Private ownership advantages
EveryMatrix has maintained private ownership for nearly two decades, a structure Groes believes provides strategic advantages in the current market environment. This ownership model enables longer-term thinking without the quarterly pressures typically associated with public companies.
The private structure becomes particularly valuable when transitioning from growth to scaling modes, allowing for more deliberate investment decisions and strategic positioning without external shareholder pressure for immediate returns.
Private vs Public Strategic Timing
Private B2B software companies can typically sustain 18-24 month investment cycles for platform development, compared to 3-6 month cycles for public companies. This advantage becomes critical when building integrated gaming platforms that require substantial upfront technical architecture before generating measurable returns.
Structural opportunities and challenges
When Groes joined the business, his consulting background highlighted specific areas requiring enhanced structure, particularly around commercial operations and client relationship management.
The focus centres on developing more structured engagement protocols with key accounts while avoiding over-customisation that could impede product scalability. This balance represents a core tension in scaling B2B software businesses – maintaining client-specific value while preserving standardised offerings.
Following strong performance last year, characterised by robust growth, significant deal activity and substantial momentum, the company faces the challenge of building upon this foundation rather than viewing it as a peak achievement.
"It comes back to balancing product and client focus. We have a very strong product, so the question is how we take that to market, how we position it and how we ensure clients get the most value from it."
— Jonas Groes, co-CEO of EveryMatrix
Market positioning and consolidation strategy
The broader industry's consolidation activity doesn't concern Groes from a competitive perspective. He views this as natural market evolution rather than a threat to innovation or competition, particularly given ongoing technological developments including artificial intelligence applications.
EveryMatrix maintains an active stance in consolidation activities, with acquisitions form an important component of growth strategy alongside internal development. The company's ambition involves shaping industry direction rather than responding to changes initiated by competitors.
Geographic strategy remains focused on leveraging Europe as a strong foundation while pursuing longer-term opportunities in emerging markets. Africa and LatAm represent potential growth areas from smaller current bases, requiring disciplined resource allocation to avoid overextension.
European Gaming Tech Landscape
European B2B gaming technology companies benefit from regulatory harmonisation across multiple jurisdictions, creating natural scaling advantages. The region hosts approximately 60% of global gaming technology providers, with Malta, Gibraltar, and Estonia serving as primary licensing hubs for platform operators.
Selective growth approach
The internal framework for evaluating opportunities emphasises meaningful value creation and appropriate platform capabilities rather than pursuing every available opportunity. This selective approach requires discipline in resource allocation and strategic focus.
Market selection follows similar principles, balancing established European strength with measured expansion into developing regions. The key lies in identifying areas where the company can achieve meaningful scale rather than spreading resources across multiple lower-impact initiatives.
2030 vision and partnership strategy
The company's 2030 ambition to become a top-tier global technology provider focuses on working with industry-leading clients rather than simply achieving scale metrics. This approach prioritises partnership quality over quantity, targeting companies with growth ambitions and development capabilities.
"For me, it's about working with the best clients in the industry. That's where the most interesting challenges are and where real development happens."
— Jonas Groes, co-CEO of EveryMatrix
This partnership philosophy extends to client selection, emphasising relationships with organisations investing in their own growth trajectories rather than maintaining broad but shallow market coverage.
2030
Target Year for Top-Tier Status
20 years
EveryMatrix Private Ownership Duration
Operational priorities for scaling
Near-term focus centres on strengthening existing client relationships through more structured partnership frameworks while ensuring efficient scaling capabilities for new client acquisition and increased demand.
Integration process improvements represent a key operational priority, with potential artificial intelligence applications being evaluated to enhance efficiency over the coming year. This technological integration supports the broader scaling objective by reducing manual intervention requirements as client volume increases.
The challenge involves translating long-term vision into organisational understanding and daily operational decisions. Ensuring alignment around 2030 objectives requires continuous communication and tangible connection between strategic goals and immediate activities.
AI Integration Timeline
Gaming technology companies implementing AI for operational efficiency typically see 15-25% reduction in manual processing within 12 months. Key applications include automated client onboarding, compliance monitoring, and predictive maintenance for platform performance optimization.
Strategic implications for B2B gaming technology
EveryMatrix's approach to post-growth scaling reflects broader industry trends as established players mature beyond pure expansion phases. The emphasis on structural discipline while maintaining operational agility presents a template for other B2B gaming technology providers navigating similar transitions.
The selective partnership strategy and geographic focus demonstrate how companies can balance growth opportunities with resource constraints, particularly relevant as market saturation increases in established regions. The integration of AI for operational efficiency also signals technological directions likely to influence competitive positioning across the sector.
According to EveryMatrix.
