Inside EveryMatrix’s growth strategy: clients, sales, and acquisitions
EveryMatrix has spent the last few years growing rapidly. The next phase is about turning that momentum into something even more durable: deeper client relationships, stronger market positions and a clear path towards becoming a top-three global provider by 2030.
In an interview with SBC News, our Co-CEO Jonas Groes discussed how the company is using data more systematically, why tier-1 growth depends on trust as much as technology, and how organic growth, new sales and acquisitions will shape the years ahead.
Watch the full interview below.
Bringing more structure to growth
Since joining EveryMatrix as Co-CEO at the start of 2026, Jonas has focused heavily on understanding the business and bringing more structure to areas such as commercial reporting and account development.
“I’ve worked quite a lot on trying to understand the business and in that journey also implemented some more structured reporting.”
Jonas gave teams a clearer view of what is happening across key accounts; where issues need to be escalated, where opportunities exist and where the next stage of growth could come from.
The aim is not simply to collect more data, but to use it to support better conversations with clients and make account management more strategic.
“We also use that towards our account managers, account directors, in order to have that more strategic conversation with our partners on what should be the next steps together.”
Tier-1 growth and the 2030 ambition
EveryMatrix’s long-term ambition remains clear: to become one of the top three global technology providers by 2030.
A strong year for new business has helped reinforce that direction, with Jonas pointing to significant growth in sales and a growing list of major operator agreements.
But winning new customers is only one part of the picture.
EveryMatrix is also placing more emphasis on growing its existing client base, prioritising its most important accounts and making sure those relationships develop over time.
That combination of new business and account growth is central to the company’s tier-1 ambitions.
“Our churn of clients is extremely low. That is a testament of the quality of the product.”
That creates a strong foundation for expansion into new markets and larger multi-jurisdictional relationships.
As more operators stay with the platform and expand their cooperation, EveryMatrix becomes easier to trust for the next major customer.
The same principle applies to large partnerships such as Merkur and Cashpoint, where success depends not only on technology, but on close cooperation and consistent delivery.
“We need to really showcase to them that we are delivering towards those agreements that we have put in place together.”
From challenger to established provider
As EveryMatrix expands, Jonas sees a clear shift in how the company is perceived in the market.
In regions where the business has already built strong credibility, it is increasingly moving away from being seen as the challenger and towards becoming one of the providers operators naturally consider.
“Instead of being the challenger where you really need to fight for your place, all of a sudden you are one of the automatic companies that people reach out to.”
That shift has commercial consequences too.
Greater trust can make market entry easier, strengthen relationships and reduce the cost of sales as EveryMatrix becomes a more established name in the procurement process.
Three routes to becoming top three
Jonas describes the 2030 strategy in very clear 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 of those areas is being tracked closely, with clear targets around account growth, new tier-1 business and M&A.
Acquisitions remain an important part of the strategy because they can provide faster access to new markets, products and talent.
Jonas points to FSB as a strong example, giving EveryMatrix a route into the UK and Ireland while bringing experienced people and an established client base into the wider group.
The strategy is not limited to geography either. Future acquisitions could also strengthen EveryMatrix’s product capabilities where the right opportunity exists.
AI and closer client partnerships
Looking ahead over the next 12 months, Jonas sees two areas as particularly important.
The first is AI, both in terms of internal efficiency and how EveryMatrix improves what it delivers to the market.
The second is the depth of its client relationships. The company’s ambition is not only to grow in size, but to become a more trusted, more strategic and more deeply embedded partner to the operators it serves.
For EveryMatrix, reaching the next level will depend on doing all three at once: growing existing accounts, winning new tier-1 customers and making the right acquisitions, while continuing to build the trust that makes each of those possible.
