EveryMatrix Scaling with Intent: What Comes After Growth?
As Jonas Groes, co-CEO of EveryMatrix, explains, the challenge facing today’s iGaming leaders is no longer growth alone, but building the structure, discipline and clarity required to scale sustainably in an increasingly complex and competitive market.
Tere’s been no shortage of growth in iGaming over the past few years. New markets have opened, new products have launched, and consolidation has steadily reshaped the competitive landscape. But beneath that momentum, a more difficult question is starting to take hold - not just how businesses grow, but how they scale.
EveryMatrix undoubtedly has wind in its sails, but co-CEO Jonas Groes is focused on something harder: building the structure to sustain it. From decision-making and product strategy to long-term ambition, Jonas recently joined the G3 Podcast to explain what scaling properly looks like in practice.
Jonas, your background isn’t the typical route into this industry. When you look at EveryMatrix now, what feels familiar and what feels completely different?
What feels familiar is the level of talent and engagement across the organisation. You’re working with very capable people who are committed to what they do, and that translates well from my time at EY. What’s different is the structure and the speed. Tis is a much more product-driven business with faster decision-making and less formal governance, which creates a different kind of environment where you need to balance agility with the right level of control.
Layered on top of that, you’ve got the co-CEO structure with your brother. On paper that’s trust, but in reality it’s about alignment under pressure. How have you found that balance?
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Trust is the foundation and that part is very strong for us. We know each other well and operate from that platform, which makes decision- making easier. At the same time, this is a fast-moving organisation, so it’s about maintaining that speed while still making the right decisions.
I naturally bring a more structured approach from my background, but the key is ensuring that structure doesn’t slow down execution, because time to market is critical.
Are roles and responsibilities clearly split, or more fluid?
It’s more fluid, but there are natural areas where each of us takes the lead. I focus more on the commercial side, client relationships and organisational elements, while my brother is closer to the product and software side. Tat said, we speak constantly and make decisions together, so it’s less about rigid ownership and more about ongoing alignment.
EveryMatrix has been private for nearly two decades. What does that allow you to do, particularly at this stage of growth?
It gives you the ability to think longer term and avoid some of the short-term pressures that come with being publicly listed. Tat doesn’t mean there’s no pressure - there’s always pressure to perform - but it does allow for more deliberate decision-making around where to invest and how to build the business over time. Tat becomes increasingly important when you’re thinking about scaling rather than just growing.
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