“ We have to be able to make changes rapidly , adapt and be flexible . I see this organisational structure as allowing us to do that ”
EveryMatrix is not the first company in the industry to try to integrate a modular operating model – but it ’ s the first to do so successfully . Group CEO Ebbe Groes tells Robin Harrison how doing so has allowed the company to spin out a range of different vertical-specific businesses , each with its own infrastructure
E bbe Groes is EveryMatrix ’ s co-founder and one of its many chief executives . “ We have nine ,” he says , with a smile .
“ Me and eight others .”
Groes , of course , sits at the head of the table as group CEO . When EveryMatrix was a centralised platform business that meant he was the man in charge .
But that operating model is gone – EveryMatrix now functions as a series of independent business units . This means it spans everything from the core casino business to new verticals such as live dealer and lottery . Each has its own infrastructure and P & L and is at a different stage of growth .
The approach means Groes and his fellow CEOs can offer the sort of vertically integrated solutions others have tried and failed to build . In other examples from gaming , vertical integration tended to involve multiple products existing uneasily as part of a single unit . Say an online casino arm was struggling , for example , the channel-specific unit would drag down performance .
Groes ’ approach with EveryMatrix essentially lets these businesses sink or swim as independent entities . They can operate independently , sell independently , but if the BU isn ’ t performing , EveryMatrix can kill it independently . All this comes without disrupting other units .
“ IT DAMN NEAR KILLED US ”
According to Groes , this modular model , which allows EveryMatrix to spin out a range of different vertical-specific businesses , is unique . However , that ’ s in part because it ’ s not easy to do .
To restructure EveryMatrix under this vertically integrated model , there were effectively two businesses operating . One working on developing a new infrastructure for the new model and one servicing the existing customer base .
“ It is really quite tricky ,” Groes says . “ You have to keep them happy and essentially run two development teams . One servicing the old product and platform , making sure you still make money and keep clients satisfied .”
“ At the same time , you ’ re building something completely new . It was very complicated and it damn near killed us .”
Once the huge task of redevelopment had been completed , though , the reward soon followed : EveryMatrix promptly signed its first Tier-1 client in Norsk Tipping . “ This of course was the entire ambition and very gratifying ,” recalls Groes .
STRUCTURING A DECENTRALISED BUSINESS
“ Signature wins ” such as Norsk Tipping , Groes says , validate the investment and work that goes into the different BUs ’ efforts . The individual teams can build towards these deals with a huge deal of autonomy , EveryMatrix chief operating officer Alina Alexandru says .
“ They own their products , with their dedicated people to deliver against their roadmap . That removes the long decision chain you go through in a
“ We have to be able to make changes rapidly , adapt and be flexible . I see this organisational structure as allowing us to do that ”
Alina Alexandru , COO
iGB L ! VE 2024 • ISSUE 136 • 17