"One of the major ideas with the acquisition was, of course, to have a footprint in the UK and Irish market. Now we have that and it's growing, thankfully. Tat's something we want to do more of." Te deal also brought people into EveryMatrix alongside technology and customers. "We're also lucky that there were some really talented people in the organisation."


MAKING EFFICIENCY A COMPETITIVE ADVANTAGE


Any discussion about scaling a technology company in 2026 inevitably reaches AI. EveryMatrix's position has been to talk about AI primarily as a technology that enhances its people rather than replaces them. Groes, however, acknowledges that the distinction may become less clear as the technology develops. "If we look at the development piece, agentic AI - it's mind-baffling what we can do."


EveryMatrix continues to grow, giving it scope to use AI to increase productivity without framing its implementation purely around reducing headcount. But Groes recognises that greater efficiency will inevitably alter the skills and roles required by the company.


"We are becoming much more efficient. Of course it is enhancing, but which of the profiles is it enhancing? And are there some that it's replacing?" He sees two potential sources of competitive advantage. Te first is


internal: using AI to structure work more effectively and increase the speed and efficiency of the organisation. "Whoever is most efficient will have a competitive advantage towards the market."


Te second is what that increased capability allows EveryMatrix to deliver to operators. "It's about what you can create towards your cooperation partners. How can you go to market? AI also plays a fairly big role in how fast you can get there and with which products."


PROOF OF THE STRATEGY


Groes joined the Co-CEO role with EveryMatrix already growing quickly. His task is not to replace that momentum with process, but to put structures around the business that allow it to pursue a larger target. Te 2030 strategy gives EveryMatrix its destination.


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."


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