EveryMatrix Local Knowledge, Global Scale EveryMatrix Group Chief Commercial Officer, Arthur Barker, speaks to G3 about
rewriting the company’s approach to international expansion, why boots on the ground matter, the impact of the FSB acquisition and how data, M&A and local expertise are shaping its push into Latin America, Africa and beyond.
EveryMatrix has spent years building its position across Europe, but taking that model into new territories has required the supplier to reconsider what international expansion means.
For Group Chief Commercial Officer Arthur Barker, one of the clearest lessons came from Latin America. EveryMatrix initially attempted to serve the region from Miami, combining its ambitions there with plans for the regulated US market. It didn't work. "Te challenge of not having boots on the floor in places like Brazil, Chile, Venezuela and everywhere else where we'd like to do business was pretty much insurmountable," Barker tells G3.
EveryMatrix subsequently withdrew from Miami and changed its approach. Its LATAM strategy is now centred on people who understand individual markets, have established networks and can provide a direct connection between operators and the supplier. "Having people on the floor is paramount. It's key. People with a network, a black book, if you like, and people that are able to travel. Tat's working much better for us now."
Buenos Aires is currently providing the company's regional base, with plans to expand the team there in the short term. Barker also expects EveryMatrix could eventually establish another office in Brazil as its business develops. For Barker, however, localisation begins well before opening an office or translating a product.
"At the point of business development, it's having a network and having a black book. We've tried multiple approaches in various regions, but
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having people who have grown up there, speak the language, know people and have an existing network is a much quicker route to generating business for us."
"Having boots on the floor who are able to engage with consumers and operators helps guide product development quite a lot. Tese are experiences you can only really have if you've grown up and lived in these countries for many years, if not your entire lifetime."
THERE IS NO LATAM MARKET
One thing Barker is keen to avoid is treating both Latin America and Africa - as a singular opportunities. "To even begin to describe LATAM and Africa as single markets is almost impossible," he says. EveryMatrix instead breaks Latin America into individual opportunities. Brazil represents one area, Spanish-speaking South America another and Central America another. Even within those divisions, player behaviour and product requirements can differ significantly.
"Te further north you go, there's more of a US skew to the consumer base. We can see this with the limited traffic we have so far in Mexico and when we analyse our competitors. Tere's a much greater propensity to engage in US sports betting. Te casino offering also changes regionally."
Te strategy is therefore to select individual markets where EveryMatrix believes its products can support operators rather than
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