How growth shapes the build or buy decision
Technology ownership gives operators control, but sustaining it across markets demands continued investment.
Speaking to SiGMA News, Ivan Rozić, our Global Commercial Director, explains how scale and priorities shape that decision.
“I think there’s not a single scenario that works for every operator.”
Look beyond the initial build
Successful operators already combine their own systems with selected external services. Rozić highlights the ongoing work involved in adapting products, data storage and regulatory reporting for each jurisdiction.
For us, delivery extends from configuration and integrations through to regulatory readiness, launch and ongoing support. Our turnkey approach brings those activities together under a dedicated team, giving operators coordinated delivery and continued operational support after going live.
A shared platform for Merkur Bets
Merkur Bets’ launch in Denmark demonstrates the scope of that delivery. Following a complex migration and integration programme, our technology powers more than 1,000 sports betting terminals across over 230 shops, alongside the brand’s online sportsbook and casino. The migration replaced the operator’s previous in-house setup.
The Danish launch is the first step in a wider rollout, with further Merkur Group brand migrations planned in Austria, Germany and Belgium. A common platform is intended to support consistency and operational efficiencies as that programme progresses.
Partnerships can evolve with the operator
Rozić also describes operators using suppliers to enter markets their internal teams cannot accommodate immediately. Some later migrate to their own technology, although he notes that most EveryMatrix relationships continue over the longer term.
That need for choice also informs how we configure our offering. Our turnkey platform can focus on casino or sportsbook, with the player engagement capabilities an operator requires. The same foundation supports retail and online delivery, with managed services available according to operational needs.
Operators can add capabilities as their businesses develop. This allows the technology relationship to respond to changing priorities, whether the requirement is to expand an existing brand, enter another market or introduce additional products.
AI may change the cost equation
Rozić expects AI-assisted development to make smaller teams viable and encourage experimentation. Whether that succeeds remains uncertain. Running a technology operation alongside a consumer business, and adapting products locally, would still require attention.
Our focus remains on supporting operators throughout that lifecycle, with continuous product development, dedicated delivery teams and ongoing monitoring and support. The scope of each partnership should reflect what the operator needs to achieve and the capabilities it wants us to provide.
The original version of this article was published by SiGMA News.
