Scaling EveryMatrix: From Fast to Reliable for the Next Growth Phase

EveryMatrix announced its roadmap to transform rapid growth into scalable and reliable growth in an interview with G3 published on October 2, 2026. Jonas Groes, Co-CEO of EveryMatrix, set the company's public goal: to become one of the three largest global technology providers by 2030. The discussion addressed how to transform relationships with key clients into strategic partnerships and what organizational changes that ambition requires.

Scaling EveryMatrix without losing speed

The challenge identified by EveryMatrix is operational: maintaining the 'speed, entrepreneurial mindset, and customer focus' that drove initial growth while adding processes that allow for managing greater complexity. Growth and scaling are not the same, Groes explained: growth can be measured in clients, personnel, and revenue; scaling requires structures that support that size and ensure consistent delivery.

To achieve this, EveryMatrix wants to introduce greater clarity in decision-making, responsibilities, and priorities without creating unnecessary bureaucracy. The goal is to give teams a framework to make better and faster decisions as the organization grows larger.

From provider to strategic partner: working with tier-1 operators and lotteries

As EveryMatrix signs agreements with more top-tier operators and lotteries, relationships shift from selling standalone products to designing long-term solutions coordinated with the client's business. Groes noted that the focus shifts towards understanding the operator's overall strategy and identifying areas where EveryMatrix can deliver sustained value.

This demands closer communication and clear accountability between client and provider. For EveryMatrix, being a reliable tier-1 provider means managing critical parts of the client's technology stack and taking on strategic responsibilities in large-scale projects.

Ambition 2030: organic growth and selective acquisitions

EveryMatrix has publicly set the goal of positioning itself among the top three technology providers in the sector by 2030. The company anticipates achieving this position through continued organic growth and selective acquisitions that strengthen its technology, capabilities, or position in key markets.

Groes also highlighted the role of emerging technologies—including artificial intelligence—in that plan. The adoption of AI is valued for its potential to improve internal efficiency and develop products, but EveryMatrix conditions its use on delivering measurable value and not just responding to a market trend.

Structure and responsibility: accountability at scale

The transition from fast to scalable requires defining who makes decisions in each area. EveryMatrix bets on greater accountability so that decisions flow faster, not to slow the organization down. The proposal is to empower teams to decide while clearly stating responsibilities and expected outcomes.

The balance the company seeks combines organizational discipline with the entrepreneurial speed that has characterized its previous growth. The operational goal is for growth to be repeatable, scalable, and sustainable.

Implications for product, operations, and partnerships

The operational plan affects several specific areas:

• Product: prioritizing initiatives that serve large clients and lotteries and demonstrating tangible value before deploying emerging technologies like AI;

• Operations: introducing decision-making and auditing processes that maintain agility as complexity increases;

• M&A: considering acquisitions that complement technological offerings or expand presence in strategic markets.

Target markets and key accounts will require EveryMatrix to better integrate its products into the client's tech stack and provide service agreements with greater technical and commercial depth.

What this means for clients and providers in the sector

For operators already working with EveryMatrix, the direction is clear: expect a more structured relationship and more defined points of contact. For technology providers and partners, the reading is that EveryMatrix may seek deeper integrations and, in some cases, acquisitions to expand specific capabilities.

The anticipated changes position customer experience and the ability to manage accounts at scale as signs of success. The company aims to sustain the energy and ambition that propelled its rapid growth while formalizing processes that allow that growth to be scalable.

Conclusion of the interview

EveryMatrix sets a global positioning goal and backs that ambition with concrete proposals: greater clarity in decision-making and responsibility, a focus on transforming key clients into strategic partners, measured use of AI, and openness to acquisitions that enhance capabilities. The roadmap has a public deadline—2030—and requires organizational changes that, according to Jonas Groes, must preserve the company's speed and entrepreneurial mindset.

Author: Emilio Navarro, Sector Technology Correspondent. The interview with EveryMatrix was published by G3 on October 2, 2026.