Major multi-country wins, strategic acquisitions, and new global hubs: 2025 may have slowed Trison’s growth compared with 2024, but it was a decisive year in the company’s push to become a truly global player. CEO Alberto Caceres shares his strategy for the road ahead.
Trison: New Contracts Set the Stage for a Strong 2026
For Europe’s digital signage industry, 2025 unfolded differently than many expected. The first half of the year was overshadowed by uncertainty and delays caused by newly introduced Trump tariffs, which slowed down international deployments across several key markets. The more global the customer footprint, the greater the disruption – and as Europe’s most internationally positioned digital signage integrator, Trison was among the companies most exposed to these geopolitical headwinds.
Ahead of ISE, invidis spoke with CEO Alberto Caceres about how the year evolved, why the temporary slowdown does not reflect the company’s underlying momentum, and how 2026 is shaping up to become a milestone year.
Big brands postoned new rollouts
Trison’s organic growth in 2025 remained in the single digits – a noticeable decline from the strong year prior, when the company crossed the €100 million revenue threshold for the first time. The modest growth was not a result of weak demand but rather the consequence of postponed rollouts, particularly in the retail and automotive sectors, where multinational brands delayed deployments until tariff-related uncertainties eased.
Five major contracts secured
Behind the subdued topline growth, however, Trison secured one of its strongest business development years to date. The integrator won five major multi-country contracts spanning retail, automotive, and enterprise. Two of these large-scale projects are based in North America, and one is structured as a full end-to-end managed services engagement – a notable achievement for a European-headquartered player operating in a highly competitive North American market. For Caceres, these successes validate the company’s strategy of integrating the numerous acquisitions of recent years into a unified global organization. He notes that Trison’s cross-border operational model is now fully embedded and delivering measurable competitive advantage.
Because the new projects begin contributing revenue only in 2026, the coming year is expected to mark Trison’s return to double digit growth, significantly outpacing the broader market.
Integrating two acquisitions
While 2025 brought temporary challenges, it was simultaneously a year of substantial strategic expansion. Trison strengthened its footprint in two key geographies through acquisitions: Zero-In in the United States early in the year, and Pioneer in the United Kingdom at the year’s end. Pioneer has since been integrated into Trison UK under the leadership of Peter Critchley, while Zero-In provides Trison with a complete integration and services capability in North America for the first time – an important step in the company’s ambition to operate as a truly global integrator. Caceres describes both teams as highly capable additions that enhance Trison’s depth and execution power in their respective regions.
Beyond acquisitions, Trison also expanded its direct global presence with new entities in Benelux and India. The Indian organization is designed not merely as a rollout hub but as a full-fledged market operation. The team has already secured initial local customers and is set to play an increasingly strategic role in the company’s international delivery network.
Strong APAC performance
Market dynamics were uneven across regions. Trison, like many global integrators, faced investment slowdowns in select geographies, notably the Middle East and Mainland China, where several large Western brands held back on new deployments. Conversely, the broader APAC region performed strongly, with Japan and Korea emerging as bright spots.
Looking ahead, Caceres is highly optimistic. He expects 2026 to be an “excellent year” for the company, characterized by robust double digit growth. The pipeline is strong across retail, automotive, and enterprise, with additional momentum coming from the DooH, stadium, and QSR sectors. The United States – the world’s largest digital signage market – will be a particular focus.
Trison now faces a complex competitive environment that includes hyper-local integrators, national specialists similar to Trison’s own model, and billion dollar IT service conglomerates where signage is only one of many offerings. Nevertheless, Caceres believes that Trison’s global execution capability, unified operating model, and expanded US presence give the company a clear advantage and a credible “right to win.”
