EveryMatrix
has set out its roadmap to become one of the top three global technology providers by 2030, a goal reiterated by Co-CEO Jonas Groes in an interview with SBC News published on 13 October 2026. The plan centres on strengthening existing client relationships, winning new tier-1 business and pursuing selective acquisitions, all supported by more systematic use of data.
Since assuming the Co-CEO role at the start of 2026, Jonas Groes has worked to bring more structure to commercial reporting and account development. He introduced clearer reporting routines that give teams a better view of key accounts, highlighting where issues need escalation, where opportunities exist and where the next growth stage could emerge. The objective is not merely to collect more data but to turn it into strategic conversations with partners about future steps.
EveryMatrix
’s long-term ambition remains to rank among the world’s top three providers by 2030. A strong year of new business, marked by significant sales growth and an expanding list of major operator agreements, has reinforced that direction. The company also stresses the importance of growing its current client base, noting that its client churn is extremely low, which reflects product quality and creates a foundation for entering new markets and forming larger multi-jurisdictional relationships.
Trust plays a pivotal role in tier-1 growth. Longstanding partnerships such as those with Merkur and Cashpoint succeed not only through technology but through close cooperation and consistent delivery. As EveryMatrix moves from being perceived as a challenger to an established provider in regions where it has credibility, market entry becomes easier, relationships strengthen and the cost of sales tends to fall.
Jonas Groes described the 2030 strategy in three clear avenues: growing existing accounts, securing new tier-1 sales and carrying out acquisitions. Each avenue is tracked with specific targets for account growth, new tier-1 business and M&A activity. The acquisition of FSB is cited as an example that gave EveryMatrix a route into the UK and Ireland while adding experienced staff and an established client base; future deals could also enhance product capabilities where the right opportunity arises.
Looking ahead over the next 12 months, the company will prioritise two areas: leveraging artificial intelligence for internal efficiency and improving market offerings, and deepening client relationships to become a more trusted, strategic partner. Success will depend on advancing all three growth strands simultaneously while continuing to build the trust that underpins each.
has set out its roadmap to become one of the top three global technology providers by 2030, a goal reiterated by Co-CEO Jonas Groes in an interview with SBC News published on 13 October 2026. The plan centres on strengthening existing client relationships, winning new tier-1 business and pursuing selective acquisitions, all supported by more systematic use of data.
Structured growth and data use
Since assuming the Co-CEO role at the start of 2026, Jonas Groes has worked to bring more structure to commercial reporting and account development. He introduced clearer reporting routines that give teams a better view of key accounts, highlighting where issues need escalation, where opportunities exist and where the next growth stage could emerge. The objective is not merely to collect more data but to turn it into strategic conversations with partners about future steps.
Tier-1 ambition and client trust
EveryMatrix
’s long-term ambition remains to rank among the world’s top three providers by 2030. A strong year of new business, marked by significant sales growth and an expanding list of major operator agreements, has reinforced that direction. The company also stresses the importance of growing its current client base, noting that its client churn is extremely low, which reflects product quality and creates a foundation for entering new markets and forming larger multi-jurisdictional relationships.
Trust plays a pivotal role in tier-1 growth. Longstanding partnerships such as those with Merkur and Cashpoint succeed not only through technology but through close cooperation and consistent delivery. As EveryMatrix moves from being perceived as a challenger to an established provider in regions where it has credibility, market entry becomes easier, relationships strengthen and the cost of sales tends to fall.
Three-pronged path to 2030 and AI focus
Jonas Groes described the 2030 strategy in three clear avenues: growing existing accounts, securing new tier-1 sales and carrying out acquisitions. Each avenue is tracked with specific targets for account growth, new tier-1 business and M&A activity. The acquisition of FSB is cited as an example that gave EveryMatrix a route into the UK and Ireland while adding experienced staff and an established client base; future deals could also enhance product capabilities where the right opportunity arises.
Looking ahead over the next 12 months, the company will prioritise two areas: leveraging artificial intelligence for internal efficiency and improving market offerings, and deepening client relationships to become a more trusted, strategic partner. Success will depend on advancing all three growth strands simultaneously while continuing to build the trust that underpins each.
