Over the next 12 months, Groes wants evidence that the model being built to reach it is working. "We have set some really clear


goals in our 2030 strategy," he says. "I would really like us in one year to be on our way towards 2030 and that we're using the


model, that we can see the benefits and that we are closing those deals within those markets that we are focusing on. For me, that would be proof that our strategy is correct."


ORGANIC GROWTH MEETS M&A


M&A sits alongside that organic growth rather than representing a separate strategy. "It goes hand in glove," says Groes. New sales teams identify markets where EveryMatrix sees an opportunity and where it may need people on the ground. Account teams focus on expanding strategic customers. Together they provide the organic component of


196


the company's growth plan. Acquisitions can then add another route towards the targets established for 2030, and importantly it was FSB that has demonstrated what that can look like. One of the principal objectives behind EveryMatrix's acquisition of the sportsbook technology provider was establishing a stronger footprint in the UK and Ireland. Tis presence has subsequently created opportunities beyond the original rationale for the transaction.


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