The Impossible Dream Best In Every Vertical
Following a company restructure that enables a more flexible, consultative sales approach
across the entire product portfolio, Ivan Rozic, Global Commercial Director at EveryMatrix, discusses fostering stronger client relationships and cross-functional collaboration.
Congratulations on the new role. Could you tell us more about your expanded remit and where you sit within the leadership structure?
Tank you. I've been with EveryMatrix for just over four years. I initially joined the sportsbook division, OddsMatrix, back when we were separated into business units. At that time, we were targeting operators for the product we oversaw but now, with the new restructure and leadership reshuffle, we have a line across the central group level.
Ultimately, this means the scope of products is there for pretty much anything and everything EveryMatrix has to offer, which offers a lot more flexibility when you’re talking to operators. When you begin a conversation, you don't know what an operator’s pain points are. Once you get to know their business, players, markets and issues they're facing, with the new structure it’s much easier to switch from topic to topic. Instead of sticking rigidly to selling one product you offer things that will bring added value.
With a global sales team, what are the challenges of maintaining a cohesive structure and communication?
Added to that challenge is that many of us remote work. Because of the set-up we have and our wide portfolio of products the collaboration between salespeople needs to be second to none. Te people that we have aren't as cut-throat as you see in other sales departments as we approach projects with a consultative approach. As a sales team we partner up on projects and help each other out which brings more value. If you’re talking to an operator about casino and have a colleague more experienced in that area, you bring them into the conversation.
Our purpose isn’t to shove a product down people’s throats. We're proud of the fact that we haven't had any big clients churn from us for almost a decade which means we're choosing the right partners. Typically,
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there's a lot of focus on operators choosing the right provider, but providers are beginning to realise that if they choose the right partners they can grow at the levels we are.
What's driving the profit margins exceeding fifty per cent? How does EveryMatrix strike the balance between reinvestment in innovation with strong EBITDA margins?
I think it's down to strong leadership and management bringing that responsibility down to business level. Most other organisations, particularly in iGaming, are pretty centralised. Different verticals may have different names, but decisions are made on top meaning there’s not a lot of PNL responsibility below. What our management have done well is to ensure that PNL responsibility isn't only at board level. We have a few floodgates before you can open the purse strings and splash money.
We've been reinvesting in innovation, development and acquisition, but have taken our time in doing so. Some projects haven’t panned out as we'd wanted them to, but the major ones have been a success. Management hasn't pulled the trigger too fast nor are they afraid to cut projects which aren't hitting revenue targets. Tere have been a few projects that I've seen funded, given extensive time to ascertain performance, then cut. Projects don’t have emotional attachments so if there's no return on investment, we turn our hands to something new.
What role do proprietary technologies play in differentiating EveryMatrix from the competition?
If you take the average industry benchmark, sportsbook providers tend to be very good on sports, but they aren’t advanced on platform and casino products. Even a company as huge as Sportradar has been trying casino for the better part of four years and it's not there. On the
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