Tere’s always an element of opportunism, but discipline is just as important. Europe remains a very strong foundation for us, with further growth potential, while markets like Africa and LatAm offer longer-term opportunities from a
smaller base. It’s about balancing those areas and making sure we don’t spread ourselves too thin.
JONAS GROES CO-CEO Everymatrix
When you came into the business, what stood out - not the obvious strengths, but the areas where you felt you needed to move quickly?
My background naturally pushes me towards structure, particularly on the commercial side. Tere are opportunities to be more structured in how we engage with key clients, how we manage those relationships and how we capture their perspective. It’s about being closer to our most important accounts while ensuring we don’t over-customise to the point where the product becomes difficult to scale.
Last year was a big one - strong growth, lots of deal activity, plenty of momentum. How do you make sure that’s something you build from rather than something you look back on?
It comes back to balancing product and client focus. We have a very strong product, so the question is how we take that to market, how we position it and how we ensure clients get the most value from it. Tat means strengthening the connection between what we build and how it’s used, while maintaining the ability to scale effectively as the business grows.
Internally, what does that mean - is it structure, people, product, or all of the above?
74
It’s a combination, but the product is already strong. Where I see the biggest opportunity is in how we bring that product to clients, how we communicate its value and how we build stronger, more structured relationships around it. Tat’s where you can create more consistency and ultimately scale more effectively.
Te wider industry has been very active, particularly with consolidation and M&A. From your perspective, does that strengthen the ecosystem or risk limiting competition?
I see it as a natural evolution. Tere’s still a lot of innovation happening, particularly with new technologies like AI, so I don’t see consolidation as limiting competition. It’s more about how companies position themselves within that landscape and where they can create value for their clients.
Where does EveryMatrix sit within that - are you looking to be active in that consolidation?
We already are, and I expect that to continue. Acquisitions have been an important part of our growth alongside internal development. Te ambition is to continue growing and to be one of the companies shaping the industry, rather than being shaped by it.
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