Advisor to Growth-Minded Founders

Process First, Technology Second

If there’s one thread that runs through every chapter of Matt Stoyka’s career, it’s process. From engineering robots on European factory floors, to leading global partnerships for a multibillion-dollar tech firm, to building and selling companies across the U.S., Matt has spent three decades turning complexity into clarity, and motion into momentum.

“I started my career as an engineer, a manufacturing engineer, building cars and automotive assembly systems,” he says. “I have a specialty in robotics and automation.”

That beginning took him far from home, launching the Ford Focus body shop program across Germany, Spain, and England. 

“As a twenty-three-year-old engineer, speaking no German or Spanish, and running a major program, I had to figure things out fast,” he recalls. The experience cemented his fascination with process as the rhythm that turns chaos into consistency.

After returning to the U.S., Matt put that discipline to the test, completing an MBA in just fifteen months. “I was paying for it myself,” he says with a laugh. “So I decided I wasn’t going to take any longer than I had to.” He studied supply chain and international business, and spent some time in Hong Kong to do so. “It taught me that the world isn’t black and white. It’s shades of gray. This experience also continued to teach me how to connect with people who had completely different backgrounds and again, didn’t even speak my language.”

Engineering Growth

That ability to connect, and to build systems that bridge gaps, became a defining theme as Matt’s career evolved from building systems to building businesses. 

He joined a startup networking services company that built the first infrastructure for companies like Scripps Healthcare, Nokia and Cricket Wireless. When that company was acquired, Matt joined CenterBeam, where he rose from VP of Engineering to overseeing all technical operations and later sales. 

Applying his engineering mindset to revenue growth, he reorganized a forty-five-person sales team to less than half its size and maintained the same performance, proving that applying process discipline to sales could double productivity without doubling headcount.

That insight sparked his next chapter. In 2013, he founded RelationEdge, a Salesforce implementation partner grounded in one core idea: process first, technology second. “Before we ever talked about what Salesforce could do, we would go into companies, tear apart their sales process, whiteboard it out, and define it,” he explains. “Once we had it defined, we’d measure it, test it, and then deploy the technology. Everything came back to those four words: process first, technology second.” RelationEdge grew to more than 130 consultants and 45 contractors and was a top 50 Inc 500 Fastest Growing Companies. In 2018, he sold it to Rackspace.

Scaling with Purpose

At Rackspace, Matt served as Chief Relationship Officer where he led global partnerships, signing one of Amazon Web Services’ largest partnership agreements and rebuilding strategic relationships with Microsoft, Google, and Cisco. He also helped lead Rackspace’s return to the public markets.

“It was an amazing experience,” he says, “and I never want to do it again,” laughing. After years of nonstop growth, he stepped away—only to receive a call from a private-equity firm days into his sabbatical. Within months, he became CEO of New Rocket, leading the company through three years of expansion before transitioning to Vice Chair of its Board.

Today, Matt balances board seats, startup ventures, and advisory roles, including his role with Evros Group, where he helps founders scale intelligently and prepare for exit, with what he calls “helping others do it better.”

Guiding Founders, Grounded in Process

For Matt, advising is about applying hard-earned lessons with honesty and precision. “Don’t let a win go to your head or a loss to your heart,” he says. “Founders ride highs and lows, it’s all a part of the job. Staying balanced is how you last.”

He also warns founders against a trap he has seen many fall into: negotiating with themselves. “If you paid attention, you’d realize you’re negotiating with yourself eighty percent of the time,” he says. “There’s zero value in that. Educate yourself, lay out your options, and move forward. Hope is not a strategy.”

That pragmatic mindset defines his work with Evros: helping founders make disciplined decisions, align processes with purpose, and turn operational strength into enterprise value.

Looking Ahead

Lately, Matt’s focus has been on how data and AI are reshaping business models, valuations, decision-making, and performance. “We’ve been talking about data as the currency companies trade on for at least ten years,” he says. “But very few companies have truly integrated it. AI is the forcing function now. You can’t deploy AI without a clean, consistent data set.” He believes companies that master their data foundations will stand apart.

What stands out most about Matt isn’t the number of companies he has built or sold, but the way he thinks about building itself. Every chapter, from his first day in a German factory to his latest work in AI strategy—comes back to process, empathy, and motion.

At Evros, he channels that conviction into practical, actionable guidance for founders navigating growth and exits. “Measure twice, cut once,” he says. “Clean data. Strong teams. Clear decisions. That’s how you grow, and that’s how you sell.”