Inside the dynamic world of EveryMatrix, a change in corporate direction has been sparking interest in the e-gaming industry. At the helm sits group CEO Ebbe Groes, along with an unusual executive structure of nine co-chief executives. “Me and eight others,” he declares with a semblance of normalcy in his voice. This top-heavy approach might seem unconventional to some, but as Groes positions himself as the chief orchestrator of strategy, EveryMatrix has shifted gears to reimagine how business units within a company can function with heightened autonomy and agility.
Once operating under a centralized platform model with Groes at the undisputed center of command, EveryMatrix has now dismantled that framework in favor of isolated business units (BUs). This new system allows individual sectors from core casino operations to live dealer and lottery ventures to operate with their own technical infrastructure and profit and loss statements. Each BU, grooving to unique stages of development, forms an integral piece of a diversified enterprise.
This compartmentalized approach facilitates EachMatrix to deliver vertically integrated solutions that many have strived for but often without success. Past attempts in the gaming sector have seen product lines coalesce uncomfortably under one roof, impeding performance if even one unit stuttered. Groes has revised this narrative by empowering each BU to operate, succeed, or fail on their own, without risking the uphill progress of others.
Modular and independent, this structure is singular in its existence, according to Groes. But the journey toward this reformation has been far from smooth sailing. The company split its focus between two parallel businesses: one dedicated to maintaining service quality for existing clients and another forging a path through development hurdles to underpin the new system. “It is really quite tricky,” Groes confesses, recounting the balancing act of nurturing legacy products while innovating from the ground up—a process taxing enough to test the limits of the company’s resilience.
Yet the perseverance bore fruit as EveryMatrix landed a prestigious Tier-1 client in Norsk Tipping, a moment Groes reminisces with pride, affirming the colossal investment and commitment woven into each BU’s journey. Under EveryMatrix’s restructuring, individual teams are granted the freedom to pursue such landmark deals with tangible autonomy, an aspect proudly highlighted by chief operating officer Alina Alexandru.
Gone are the conventional long-winded decision chains of typical IT organizations, wherein accessing resources becomes almost labyrinthine, funneling through a single key decision-maker. Alexandru’s role is foundational as a liaison, facilitating connection and strategy between the BUs while maintaining an overarching view of project management and process implementation.
As the enterprise broadens its horizons, offerings like OddsMatrix seek to amplify impact in the sports betting landscape. With the recent reboot, sales head Ivan Rozic is charged with expanding OddsMatrix as a challenger brand—one that is learning to be discerning, seeking partnerships that resonate with shared long-term vision and mutual benefit.
It’s the decentralized system that enables Rozic’s sales team to become intimate with the products and clients, to effectively assess the value on both ends of potential partnerships. This product-specific expertise contrasts sharply with competitors, whose sales forces often grapple with inquiries across various components less intimately.
Aligned with this product-focused expansion, Nikolina Gabelica brings over two decades of lottery experience to helm LotteryMatrix. Gabelica’s deep understanding of client operations enriches strategic direction, potentially positioning the BU as a contender against lottery giants like IGT and Scientific Games. Here again, Groes expresses his bullish optimism, fueled by the strengthened competitive posture of EveryMatrix.
Lottery may be burgeoning as a hotbed for EveryMatrix, yet meanwhile, a live dealer product simmers in development, reflecting the company’s ethos of continual evolution. The forged model of EveryMatrix means what succeeds drives growth, and what falters is tactfully decommissioned, sparing the rest of the conglomerate undue strife.
Amidst a trend where businesses retract from complex acquisitions to simplify, EveryMatrix stands out with a framework that not only manages but thrives on the intricacies of vertical integration. It’s a unique solution, a defiant move against conventional wisdom, with EveryMatrix illustrating the blueprint for a well-orchestrated diverse empire.
