From Shoreditch Garage to Global Ambition: How EveryMatrix Is Building Its Next Chapter

A supplier that started in a garage has put a number, and a deadline, on its ambition. Now it has to deliver.

EveryMatrix has made its intent unusually public. The iGaming technology supplier, founded in 2008 by Ebbe Groes and Stian Hornsletten, has set out a plan to become a global top three tier-1 provider by 2030. The EveryMatrix 2030 strategy leans on organic growth over acquisition, and it arrives alongside a leadership change built to make that scale possible. Most suppliers keep ambitions like this behind closed doors. This one wrote it down. The push spans every vertical, from sportsbook to a fast-growing lottery division now central to its regulated-market plans.

From a Shoreditch garage to 15 offices

The origin story is well worn by now, but it still frames everything. Groes and Hornsletten pitched early ideas from a Shoreditch garage, launched OddsMatrix in 2008 and followed with CasinoEngine in 2010. From there the company built outward into turnkey and player account management solutions, adding payments through MoneyMatrix and affiliate tools through PartnerMatrix.

The growth has been steady rather than explosive. The company now employs more than 1,500 people across 15 offices, having tripled its headcount in five years. It counts tier-1 operators and state lotteries among its clients, and in 2023 became the first iGaming supplier to receive the World Lottery Association’s Safer Gambling Certification. That last detail matters more than it looks, because lottery and regulated-market work rewards suppliers who can prove compliance credentials.

Why the EveryMatrix 2030 strategy needed a second CEO

Here is the part that tells you something real. From January 2026, Ebbe Groes shares the chief executive role with his brother, Jonas Groes, who joined after a decade as a partner at EY’s Nordic consulting practice. Under the new structure, Ebbe retains strategy and product direction while Jonas focuses on internal processes, reporting frameworks and client-facing operations.

You do not bring in a second CEO to service one or two more clients. Ebbe Groes said as much, framing the goal as building an organisation that can take on five or ten very large operators without compromising delivery. That is the whole point of the restructure. The EveryMatrix 2030 strategy is a scaling problem before it is a market-share problem, and the company appears to know it.

What operators should take from this

For a platform buyer, a public top-three target is useful precisely because it is measurable. It gives operators a benchmark and a stated priority to test any partnership conversation against. A supplier committing openly to organic growth is also, implicitly, committing to not disappearing into a larger group mid-contract, a real consideration in a sector shaped by consolidation.

That growth is already showing up on the map. In 2026 the company secured conditional approval in Alberta as it pushed further into regulated North American markets, one of several licensing moves underpinning the wider plan. The reader’s benefit here is concrete. If you are weighing a full-stack partner for the next five years, this is a company telling you where it intends to be and how it plans to get there. That transparency should shape the questions you ask about delivery capacity and service resourcing.

The risk sitting underneath the ambition

Intellectual honesty requires naming the complication. Scaling delivery two to four times is exactly where suppliers tend to stumble. Service quality slips, onboarding queues form, and the reputation built over years erodes in months. The co-CEO model is a bet that internal discipline can prevent that. It is a reasonable bet. It is not a guaranteed one.

There is also a concentration point worth watching. A family-led management structure keeps decision-making tight and long-term focused, which the founders present as a strength. It also means the 2030 plan rests heavily on a small group executing consistently for five years.

Future outlook

Over the next 6 to 12 months, the signals to watch are straightforward. Look for the pace of large operator signings, because the strategy lives or dies on winning and retaining tier-1 clients at volume. Watch geographic expansion, particularly across Africa and Latin America, where the company has been building licensing and membership footprints. And watch whether service quality holds as client count climbs.

EveryMatrix has told the market where it wants to be by 2030. The next five years will decide whether stating the target was confidence or exposure.

Source: EveryMatrix