EveryMatrix lays out growth strategy to reach top-three by 2030

EveryMatrix is pivoting from rapid expansion to a more structured growth phase aimed at becoming a top-three global technology provider by 2030. Since joining EveryMatrix as Co‑CEO at the start of 2026, Jonas Groes has focused on tightening commercial reporting, strengthening account development and using data to drive more strategic client conversations. He told SBC News the plan combines organic account growth, new tier-1 sales and selective acquisitions.

EveryMatrix growth strategy: three routes to top three

Jonas Groes summarised the strategy in plain terms: "There’s basically three ways of getting there. It’s to grow our existing clients. It’s to get new sales and it’s to do acquisitions." Each route is being tracked with clear targets around account expansion, new tier-1 agreements and M&A activity. Acquisitions are highlighted not as a substitute for sales but as a way to secure faster access to markets, products and experienced people.

Groes pointed to the FSB transaction as an example of how acquisition can accelerate market entry. FSB delivered a route into the UK and Ireland while bringing an established client base and senior talent into the EveryMatrix group. The company will also consider deals that strengthen product capability when the right opportunity appears.

Tier-1 growth and account growth are central to the plan

EveryMatrix is not prioritising new logos over depth of relationship. Groes said the business places equal weight on winning new tier-1 customers and expanding the most important existing accounts. "Our churn of clients is extremely low. That is a testament of the quality of the product," he said.

Low churn supports multi-jurisdictional expansion because operators that scale with the platform create references for prospective customers. Groes used the partnerships with Merkur and Cashpoint to illustrate the point: success in those arrangements depends on consistent delivery and close cooperation, not only on a technology sale. "We need to really showcase to them that we are delivering towards those agreements that we have put in place together," he said.

A practical consequence of deeper relationships is reduced friction in procurement. In markets where EveryMatrix has built credibility, the vendor is moving from challenger status to one of the default providers operators contact during sourcing.

Bringing more structure to growth and commercial reporting

Since taking the Co‑CEO role, Groes has implemented more structured reporting across commercial teams and key accounts. The change gives account managers and account directors a clearer, consolidated view of where issues must be escalated, where opportunities sit and what the next stage of growth should be.

The emphasis is on turning data into better conversations rather than on data collection for its own sake. Groes described the reporting improvements as a tool to make account management more strategic: to identify where the operator relationship can expand and to provide the account team with evidence to support that conversation.

Why acquisitions remain part of the EveryMatrix growth strategy

EveryMatrix treats acquisitions as a strategic lever for speed and capability. The company sees three concrete benefits from M&A:

1. Faster access to regulated markets through an existing licence base.

2. Immediate augmentation of product sets and technical skills.

3. Inflow of client relationships that broaden the buyer roster.

Groes cited FSB as a recent example that combined those benefits. The corporate view is that the right acquisition can reduce time-to-market and lower the commercial cost of entering a new jurisdiction. Potential future deals may focus on geography or on product areas where EveryMatrix wants to strengthen its offering.

AI, internal efficiency and deeper client partnerships over the next 12 months

Groes identified two priorities for the coming year: applying AI to internal efficiency and to product improvement, and deepening client partnerships. The firm intends to use AI both to streamline internal processes and to enhance what it delivers to operators, while simultaneously embedding more strategic, longer-term relationships with existing partners.

He argued the company must deliver on current agreements to make the case for larger, multi-jurisdictional partnerships. The cumulative effect of low churn, clearer reporting and successful large-scale partnerships is intended to make EveryMatrix an easier choice for the next major operator looking for a platform.

Commercial implications for suppliers and operators

For suppliers within the EveryMatrix ecosystem, the shift toward structured account development means demand for tools that support long-term relationship management will rise. Operators evaluating platforms will increasingly look for evidence of stable delivery across major partners and multi-jurisdictional capability.

EveryMatrix’s approach aims to lower customer acquisition cost over time by converting initial sales into deeper, recurring commercial relationships. The company expects that balance—new tier-1 wins plus account expansion and targeted acquisitions—will be the operational path to the 2030 ambition.

Market perception: from challenger to established provider

Groes described a perceptual change in regions where EveryMatrix has invested time and delivery. The company is moving from a role that required it to fight for visibility to one where it is included automatically in procurement shortlists. That shift carries commercial benefits: easier market entry, stronger negotiations and a lower cost of sales.

The strategy is deliberate and measurable. EveryMatrix is tracking account metrics, new tier-1 deals and M&A as separate but complementary KPIs. Together they form the company’s roadmap toward becoming a top-three vendor by 2030.

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