In a gaming industry where many providers are moving away from vertical integration, EveryMatrix is charting a distinct course by adopting a modular business model. Led by co-founder Ebbe Groes and his team of eight other leaders, EveryMatrix has decentralized its operations, abandoning the traditional single-manager operating model in favor of a structure comprising multiple independent business units.
Groes, serving as the CEO, acknowledges the evolution of EveryMatrix from a centralized platform business to a diversified entity encompassing various verticals such as core casino operations, live dealers, and lotteries. Under this new framework, each business unit operates autonomously, boasting its own infrastructure, profit and loss statement, and growth trajectory.
This modular approach represents a departure from the conventional notion of vertical integration, signaling EveryMatrix's adaptability and readiness to embrace change in the dynamic gaming landscape. As the company continues to evolve and expand its footprint across different segments of the industry, the question arises: Has EveryMatrix cracked the code to sustained success amidst shifting industry paradigms?
Revolutionizing Vertical Integration
Ebbe Groes and his team at EveryMatrix have pioneered a groundbreaking business approach that enables the provision of vertically integrated solutions—a feat that has eluded many competitors in the gaming industry. Unlike traditional models of vertical integration, where multiple products are bundled within a single division, EveryMatrix's approach ensures the autonomy of each segment, allowing them to operate independently and thrive on their own merits.
In contrast to conventional practices, where the underperformance of one division could negatively impact others within the same channel, EveryMatrix's model empowers individual segments to operate as distinct units. This means that if one division encounters challenges, it can be autonomously addressed or even closed without compromising the performance of other segments.
Navigating the Transformation
Ebbe Groes, reflecting on EveryMatrix's transition to a vertically integrated model, acknowledges the challenges encountered along the way. While the modular approach that enables the creation of stand-alone companies focused on verticals is unique, the process of organizing work within these verticals proved to be far from straightforward.
To restructure EveryMatrix into a vertically integrated model, the company effectively had to operate as two distinct enterprises. One team was tasked with maintaining the existing infrastructure and serving the current customer base, while another worked on creating new infrastructure tailored to the new model.
According to Groes, managing two teams of developers simultaneously was incredibly demanding. The team had to balance the maintenance of the old product and platform to ensure continued revenue generation and customer satisfaction, while also dedicating resources to developing something entirely new. This dual responsibility posed significant challenges and placed considerable strain on the organization.
Despite the hardships endured during the transition period, EveryMatrix persevered, and the rewards soon followed. Signing its first next-level client, Norsk Tipping, marked a significant milestone for the company. This achievement not only validated the success of the vertical integration strategy but also signaled a leap forward in EveryMatrix's journey towards innovation and growth.
