EveryMatrix aims to be a top‑3 global supplier by 2030 through sales and acquisitions

EveryMatrix has defined its next growth phase around three levers: expand existing accounts, close new tier‑1 sales and execute selective acquisitions, a goal the company aims to complete by 2030. That plan was explained by Jonas Groes, Co‑CEO of EveryMatrix, in an interview with SBC News and marks a shift toward more structured commercial operations and systematic use of data since his arrival in early 2026.

## Structuring growth after a new Co‑CEO arrival

Since Jonas Groes joined as Co‑CEO in early 2026, his first priority has been to understand the business and bring more discipline to areas such as commercial reporting and account development. Groes said he has worked to "implement more structured reporting" that gives teams visibility over key accounts, escalation points and where growth opportunities arise.

The intention is not to hoard data but to turn it into more strategic commercial conversations. New processes aim to give account managers and account directors the basis to propose "what the next joint step should be" with each client, Groes explained.

## Tier‑1 growth and the 2030 ambition: growing with existing and new clients

EveryMatrix's long‑term ambition is clear: to become one of the three leading global technology suppliers by 2030. The company recorded a strong year in sales and continues to sign deals with major operators, but management stresses that winning new clients is only one part of the objective.

EveryMatrix places greater focus on developing its existing customer base, prioritising the most important accounts so those relationships deepen over time. Groes emphasised that "our customer churn is extremely low. That is a testament to the quality of the product." That low churn provides a base to expand presence into new markets and build stronger multinational relationships.

Organic account growth and acquiring new operators are complementary: as customers broaden their use of the platform, EveryMatrix becomes a more reliable option for future large contracts. Major partnerships, such as those established with Merkur and Cashpoint, illustrate that success depends on both technology and sustained cooperation and delivery.

"We have to show them we are delivering on the agreements we have made together," Groes said about major partnerships.

## Three routes to reach the top‑3: accounts, sales and acquisitions

Jonas Groes described the 2030 strategy in three lines: grow current accounts, close new tier‑1 sales and carry out acquisitions. Each area has clear targets to measure progress in account growth, tier‑1 sales and M&A.

Acquisitions remain a key element because they provide faster access to markets, products and talent. Groes cited the purchase of FSB as an example: that transaction facilitated entry into the United Kingdom and Ireland and brought into the organisation "people with experience and an established customer base", now integrated within the group.

The M&A strategy is not limited to geographies; future purchases may strengthen product capabilities when an opportunity aligns with the technology roadmap.

## Technology, data and AI: driving efficiency and market offering

Over the next 12 months EveryMatrix has identified two technology priorities. The first is artificial intelligence, with internal applications for operational efficiency and external ones to improve the offering to operators. The second is to deepen partnerships with customers so the platform is more integrated into their operations.

The company is already using data more systematically in commercial reporting and account management. That effort aims to shift conversations with customers from reactive to strategic, supported by clear metrics on usage, opportunities and risks.

## How market perception changes: from 'challenger' to considered supplier

As EveryMatrix consolidates credibility in markets where it operates, its position shifts from being a challenger to an option that operators naturally include in their procurement processes. According to Groes, in regions where the company already has track record, "you stop fighting for a place and become one of the automatic companies people turn to."

That shift reduces cost of sale, eases entry to new markets and strengthens commercial relationships. For commercial teams, the practical consequence is that earned trust turns proposals into faster conversations with buyers and procurement teams.

## Implications for customers, partners and tech suppliers

Operators seeking a supplier with global ambition should expect an approach that combines more structured commercial support, AI product initiatives and an M&A roadmap designed to accelerate capabilities. For partners and B2B providers, this means opportunities in integrations and in offering complementary solutions that fit strategic accounts. See our section on [B2B](/b2b) for related coverage.

For investors and analysts, the metric to watch will be execution: growth metrics in key accounts, the tier‑1 sales pipeline and the ability to integrate acquisitions such as FSB without eroding retention.

## What comes next in the next 12 months

EveryMatrix will closely monitor three fronts: expansion of current accounts, the pace of new deals with tier‑1 operators and M&A transactions that add markets or capabilities. The company believes that combining those three routes, plus continuously building trust with customers, will move it toward its 2030 goal.

Jonas Groes concluded that reaching the next level requires doing all three things at once: grow existing accounts, win new tier‑1 customers and choose acquisitions that add product, market or talent.