EveryMatrix set on winning big ticket clients

EveryMatrix has realigned its commercial strategy with a clear focus on tier one, long term partnerships according to its CEO Ebbe Groes.

Speaking to SBC at the group’s newly opened London HQ, Groes explained that the B2B provider had put time and resources into ensuring that it was in a position to win big ticket clients on a regular basis.

“If you want to have long term success, you need a client base that will be there, not only next year, but for decades to come,” he said. “We focused a lot on tier ones. We focused on lotteries.

“We managed to sign quite a few lotteries across Europe as clients and we’ve proven that we can do this. These are harder clients to win. They are harder clients to satisfy, but we are doing it and it’s paying off.”

This has resulted in a restructuring of the commercial team which has now come under the global EveryMatrix group rather than just with each individual business unit. Under the tutelage of Daniel Clark, the team is tasked with winning these big ticket deals, even if it means missing out on lots of smaller packages.

In fact, Ebbe wants to actively avoid lots of small deals. 

“We’ve tried quite hard to limit the inflow of smaller clients so that we would have more resources available for the large class, they actually matter,” he outlined. “We have learned that it is as much about the business you turn away as the one you get that determines the path of your future. If we take too many smaller clients then we would suffer from the large clients.

“We have tried to sign startups and cater for the small operators. It’s not a viable strategy. These operators either die or they get gobbled up by larger operators. In the end, you lose the client one way or the other.”

Losing clients is something that Groes and EveryMatrix resent.

Client retention has provided the backbone of the company’s record-breaking financial success in 2024.

“In 2024 we didn’t lose any significant clients. Of course, we lost clients, but if we take our top 10 clients, then we didn’t lose last year or the year before or the year before that either. So this retention is really the key thing.”

As the company bids for more big ticket clients, it felt that one key area could be improved upon: its sports and horse racing offerings. That’s why in 2024 EveryMatrix secured the acquisition of FSB Technologies, a provider of horse race betting solutions.

But rather than merely take onboard the FSB product, EveryMatrix decided to utilise the knowledge and expertise of horse racing that the FSB team possessed and mix it with the technological expertise of its existing teams. This resulted in the firm building an entire new horse racing betting product in just six months.

FSB were very strong in sports, and UK sports in particular, which we could take and inject into what we had here. 

“We could have taken the FSB product and integrated it into the existing EveryMatrix product. The benefit of doing it in a harder way is that we get everything aligned with how we do things, so we don’t have repetitive ways of doing settlements. We had to introduce a lot of horse racing specific things into risk management and settlement betting markets.”

Now the product is live with the first client in the UK market, Groes believes that it gives the company a platform to win more big deals.

The UK market is a big focus for EveryMatrix and this is highlighted by the firm opening its new office at Hylo in London which will house the UK&I teams including those brought over from the FSB acquisition.

Coming back to London, the city where the firm was founded, brought a sense of nostalgia to Groes and his team.

“We are coming back to our roots, and it’s also a spiritual centre, not only for us, but I think, for the entire industry, to some extent,” he said.

“It’s a market that we really want to be in, both from a company and performance point of view, but also from a personal point of view. So I’m very happy that we’re here.”

The original version of this article was published by SBC News.

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