Zbigniew Juroszek Family

Current Status: Active entrepreneur and controlling shareholder in Atal S.A. and STS. Operates alongside son Mateusz, who leads STS as CEO.

Business Model: Atal develops residential and commercial properties in major Polish cities. STS offers online sports betting and casino services to over one million European customers.

Geographic Reach: Primarily Poland (Atal), with STS serving multiple European markets.

Ownership: Family-controlled. Atal is publicly listed; STS is privately held.

Key Risk Factors: Real estate market volatility, interest rate changes, gambling regulation shifts, and succession planning within the family business.

Recent Developments: As of April 1, 2025, no major public announcements or transactions were reported. The company continues to operate under its existing structure with no indication of IPOs, acquisitions, or leadership changes.

Age: 63
Residence: Cieszyn, Poland
Citizenship: Poland
Source of Wealth: Real estate, gambling, self-made
Family Involvement: Son Mateusz Juroszek is CEO of STS and co-owner of the gambling business.
Education & Background: Not publicly disclosed in provided data.
Philanthropy or Public Roles: Not publicly disclosed in provided data.
Media Presence: Limited to profile and corporate disclosures; no known public interviews or social media activity.

Juroszek’s personal profile reflects a low-key, operational approach to wealth building. Unlike some billionaires who engage in public philanthropy or media commentary, he appears focused on business execution and family succession. His residence in Cieszyn — a town near the Czech border — suggests a preference for privacy and regional roots, despite operating nationally and internationally through his companies.

His self-made status underscores the post-1989 Polish entrepreneurial wave, where individuals leveraged market liberalization to build enterprises from scratch. The transition from clothing supplier to real estate developer and then to gambling operator illustrates adaptability and opportunism — traits common among successful post-communist business leaders.

Zbigniew Juroszek’s net worth is estimated at $1.2 billion as of April 2025, placing him at #2050 globally on the Billionaires list. This valuation is derived from his controlling stakes in two major Polish enterprises: Atal S.A., a publicly traded real estate developer, and STS, a privately held gambling operator. Unlike many billionaires whose wealth is concentrated in a single asset class, Juroszek’s fortune is diversified across real estate development and digital betting services — two sectors with distinct risk profiles, regulatory environments, and growth trajectories.

The valuation of Atal S.A. is based on its market capitalization as a Warsaw-listed company, adjusted for Juroszek’s ownership percentage. Publicly traded real estate firms are typically valued using metrics such as price-to-earnings (P/E) ratios, price-to-book (P/B) ratios, and enterprise value to EBITDA (EV/EBITDA). Atal’s performance is influenced by macroeconomic conditions in Poland — including interest rates, construction costs, and housing demand — as well as its geographic concentration in cities like Katowice and Warsaw. The company’s stock price fluctuates with investor sentiment toward Polish equities and the broader European real estate market.

STS, by contrast, is a private company and thus not subject to daily market pricing. Its valuation is estimated using comparable public companies in the European gambling sector, revenue multiples, and EBITDA multiples. STS serves over one million customers across Europe, indicating a substantial user base and recurring revenue stream. However, private valuations are inherently less transparent and more volatile than public ones, as they are not subject to the same disclosure requirements or liquidity constraints. The gambling industry also faces heightened regulatory scrutiny, which can materially affect valuation — for example, changes in licensing rules, advertising restrictions, or tax rates in key markets.

It is important to note that Juroszek’s net worth is not static. It is subject to market forces, corporate performance, and macroeconomic shifts. For instance, a rise in Polish interest rates could depress Atal’s stock price by increasing borrowing costs for new developments. Conversely, expansion into new markets or successful project completions could boost valuation. Similarly, STS’s value could be impacted by regulatory changes in countries where it operates, technological shifts in online betting platforms, or competitive pressures from larger international operators.

Unlike billionaires whose wealth is tied to a single unicorn startup or public stock, Juroszek’s net worth is a composite of two distinct business models — one asset-heavy and cyclical (real estate), the other digital and scalable (gambling). This diversification may provide some insulation against sector-specific downturns, but it also introduces complexity in valuation. The interplay between these two businesses — and the degree to which they are managed as a coordinated portfolio — is a key determinant of long-term wealth sustainability.

Finally, it is worth noting that Juroszek’s wealth is not solely his own. He shares ownership of both Atal and STS with his son Mateusz, who serves as CEO of STS. This generational transfer of control suggests a deliberate succession plan, which may influence how wealth is structured, taxed, and reinvested. The extent of Mateusz’s stake, and whether it is held directly or through trusts or holding companies, is not publicly disclosed in the provided data, but such arrangements can significantly affect net worth calculations and estate planning.

Zbigniew Juroszek’s wealth accumulation spans over three decades, beginning in the early 1990s with the founding of Atal as a supplier to clothing manufacturers. This initial phase was not directly tied to real estate or gambling, but rather to the post-communist economic transition in Poland, where entrepreneurial opportunities emerged in manufacturing and distribution. The shift from textiles to real estate in the early 2000s reflects a broader trend among Polish entrepreneurs who recognized the potential of urban development as the country modernized and urbanized.

His first residential projects, launched in 2003, coincided with a period of rapid economic growth in Poland, fueled by EU accession in 2004 and increased foreign investment. The timing was strategic: demand for modern housing was rising, and the regulatory environment for real estate development was becoming more predictable. Atal’s early projects likely benefited from lower land costs, favorable financing conditions, and a growing middle class seeking homeownership. These factors contributed to the company’s initial profitability and set the stage for expansion into major cities like Warsaw and Katowice.

The transition from a private developer to a publicly listed company (Atal S.A. on the Warsaw Stock Exchange) marked a significant milestone in Juroszek’s wealth trajectory. Going public provided access to capital markets, enhanced liquidity for shareholders, and increased visibility — all of which can drive valuation. However, it also introduced new pressures: quarterly reporting, investor expectations, and market volatility. The decision to list Atal suggests a long-term strategy to scale the business and monetize equity, rather than relying solely on internal cash flow.

The parallel development of STS, the gambling company, represents a diversification into a high-margin, digitally enabled sector. While the exact timeline of STS’s founding is not specified in the provided data, its current scale — serving over one million customers across Europe — indicates substantial growth since inception. The gambling industry, particularly online betting, has experienced rapid expansion in Europe due to liberalization of regulations, mobile adoption, and the rise of digital payment systems. STS’s success likely reflects Juroszek’s ability to identify and capitalize on emerging consumer trends, as well as his willingness to invest in technology and marketing.

Over time, Juroszek’s wealth has evolved from a single-business model (textile supply) to a multi-sector portfolio (real estate + gambling). This evolution mirrors broader economic shifts in Poland and Europe, as well as personal strategic choices. The involvement of his son Mateusz in STS suggests a generational transition, with younger leadership bringing digital expertise and fresh perspectives to the gambling business. This dynamic may have contributed to STS’s growth and competitiveness in a rapidly changing industry.

Looking ahead, Juroszek’s wealth will likely continue to be influenced by macroeconomic trends in Poland and Europe, regulatory developments in the gambling sector, and the performance of Atal’s real estate projects. The interplay between these factors — and the ability to adapt to changing conditions — will determine whether his net worth grows, stagnates, or declines in the coming years. Unlike billionaires whose fortunes are tied to volatile tech startups or speculative assets, Juroszek’s wealth is rooted in tangible assets (real estate) and recurring revenue streams (gambling), which may provide greater stability in uncertain economic environments.

It is also worth noting that wealth history is not just about financial metrics — it is also about strategic decisions, risk management, and timing. Juroszek’s journey from textile supplier to real estate developer to gambling entrepreneur illustrates a pattern of reinvention and adaptation. Each phase of his career built on the previous one, leveraging existing capital, networks, and experience to enter new markets. This iterative approach to wealth creation is less common among self-made billionaires, who often achieve success through a single breakthrough venture. Juroszek’s path suggests a more deliberate, long-term strategy — one that prioritizes sustainability over rapid scaling.

Heikki Herlin: Finnish industrialist and former chairman of Kone Corporation, linked to Juroszek through financial asset Instalco. While operating in different sectors (industrial vs. real estate/gambling), both represent family-controlled enterprises with international exposure.

Polish Real Estate Peers: Other major developers in Poland include Echo Investment, Murapol, and Skanska Poland — all competing for urban development projects in Warsaw, Kraków, and Katowice. Juroszek’s Atal differentiates itself through its public listing and family governance model.

European Gambling Entrepreneurs: Comparable figures include the founders of Betsson (Sweden), Kindred Group (Sweden), and Entain (UK). These operators serve broader European markets and are publicly traded, offering valuation benchmarks for STS.

Unlike many peers who focus on a single sector, Juroszek’s dual exposure to real estate and gambling provides a hedge against sector-specific downturns. However, it also requires navigating two highly regulated industries with different risk profiles — property development cycles versus gambling licensing and consumer protection laws.

Zbigniew Juroszek’s early life is not detailed in the provided data, but his entrepreneurial trajectory suggests he came of age during a period of profound economic transformation in Poland. Born in the 1960s, he would have experienced the final years of communist rule and the subsequent transition to a market economy in the 1990s. This context is critical to understanding his career path: the collapse of state-controlled industries created opportunities for private enterprise, and the liberalization of trade and investment opened new markets.

His founding of Atal in 1990 — as a supplier to clothing manufacturers — indicates an early focus on manufacturing and distribution, sectors that were among the first to privatize and modernize in post-communist Poland. This suggests he may have had some background in textiles or logistics, or at least recognized the demand for reliable suppliers in a newly competitive market. The fact that he started a business in 1990, just after the fall of communism, implies a willingness to take risks and navigate uncertainty — traits common among successful entrepreneurs in transitional economies.

There is no information in the provided data about his education, family background, or early career before 1990. However, the decision to pivot from textiles to real estate in the early 2000s suggests a strategic shift based on market opportunities rather than personal preference. Real estate development in Poland during this period was attractive due to rising urbanization, EU accession, and increased access to financing. Juroszek’s ability to identify and act on this opportunity indicates a keen understanding of macroeconomic trends and consumer behavior.

His residence in Cieszyn, a town in southern Poland near the Czech border, may reflect a preference for a quieter, more provincial lifestyle despite his business success in major cities like Warsaw and Katowice. This could also indicate a desire to maintain roots in a region with lower living costs and less exposure to the volatility of urban centers. Alternatively, it may simply be a personal choice unrelated to business strategy.

Overall, while specific details about his early life are not publicly disclosed in the provided data, the broader historical and economic context of Poland in the 1990s and 2000s provides a framework for understanding his entrepreneurial journey. His success appears to be rooted in timing, adaptability, and a willingness to pivot from one industry to another as market conditions evolved.

Zbigniew Juroszek’s path to wealth is a study in strategic reinvention and sectoral diversification. He did not achieve billionaire status through a single breakthrough venture, but rather through a series of calculated transitions — from textile supplier to real estate developer to gambling entrepreneur. Each phase built on the previous one, leveraging existing capital, networks, and experience to enter new markets with higher growth potential.

His initial venture, Atal, was founded in 1990 as a supplier to clothing manufacturers — a logical entry point in post-communist Poland, where the textile industry was among the first to privatize. This phase likely provided him with working capital, business acumen, and relationships with manufacturers and distributors. However, he did not remain in textiles indefinitely. Instead, he recognized the potential of real estate development in the early 2000s, a period of rapid urbanization and economic growth in Poland. His first residential projects in 2003 were timed to coincide with EU accession and increased foreign investment, which created favorable conditions for property development.

The decision to list Atal on the Warsaw Stock Exchange was a pivotal moment in his wealth trajectory. Going public provided access to capital markets, enhanced liquidity, and increased visibility — all of which can drive valuation. It also introduced new pressures, such as quarterly reporting and investor expectations, but these were likely offset by the benefits of scale and credibility. Atal’s expansion into major cities like Warsaw and Katowice reflects a strategy of geographic diversification, reducing risk by not relying on a single market.

The parallel development of STS, the gambling company, represents a diversification into a high-margin, digitally enabled sector. While the exact timeline of STS’s founding is not specified, its current scale — serving over one million customers across Europe — indicates substantial growth since inception. The gambling industry, particularly online betting, has experienced rapid expansion in Europe due to liberalization of regulations, mobile adoption, and the rise of digital payment systems. STS’s success likely reflects Juroszek’s ability to identify and capitalize on emerging consumer trends, as well as his willingness to invest in technology and marketing.

The involvement of his son Mateusz in STS suggests a generational transition, with younger leadership bringing digital expertise and fresh perspectives to the gambling business. This dynamic may have contributed to STS’s growth and competitiveness in a rapidly changing industry. The fact that both father and son share ownership of STS and Atal indicates a coordinated approach to wealth management and succession planning.

Looking ahead, Juroszek’s wealth will likely continue to be influenced by macroeconomic trends in Poland and Europe, regulatory developments in the gambling sector, and the performance of Atal’s real estate projects. The interplay between these factors — and the ability to adapt to changing conditions — will determine whether his net worth grows, stagnates, or declines in the coming years. Unlike billionaires whose fortunes are tied to volatile tech startups or speculative assets, Juroszek’s wealth is rooted in tangible assets (real estate) and recurring revenue streams (gambling), which may provide greater stability in uncertain economic environments.

His path to wealth is not just about financial metrics — it is also about strategic decisions, risk management, and timing. Juroszek’s journey from textile supplier to real estate developer to gambling entrepreneur illustrates a pattern of reinvention and adaptation. Each phase of his career built on the previous one, leveraging existing capital, networks, and experience to enter new markets. This iterative approach to wealth creation is less common among self-made billionaires, who often achieve success through a single breakthrough venture. Juroszek’s path suggests a more deliberate, long-term strategy — one that prioritizes sustainability over rapid scaling.

Zbigniew Juroszek’s empire is anchored in two distinct but strategically complementary sectors: real estate development and digital gambling. Atal S.A., his flagship company, began as a textile supplier in 1990 but pivoted decisively into residential and commercial real estate by the early 2000s. Today, Atal operates across Poland’s key urban centers—Katowice, Warsaw, and beyond—capitalizing on urbanization trends and housing shortages. Simultaneously, the Juroszek family controls STS, a leading European betting platform with over a million active users. This dual-sector exposure creates a unique risk-return profile: real estate provides stable, asset-backed cash flows, while gambling offers high-margin, scalable digital revenue. The empire’s geographic concentration in Poland exposes it to local macroeconomic volatility, regulatory shifts, and demographic trends, but also allows for deep operational control and market intimacy.

Juroszek’s leadership reflects a pragmatic, hands-on approach forged in Poland’s post-communist transition. He transitioned from manufacturing to real estate not through grand strategy but through opportunistic adaptation—a hallmark of self-made entrepreneurs in emerging markets. His current co-leadership with son Mateusz signals a generational handoff, blending Juroszek’s operational discipline with Mateusz’s digital-native expertise in gambling. This hybrid model mitigates succession risk while preserving institutional knowledge. However, the lack of public board diversity or external governance oversight raises questions about strategic resilience. Leadership remains centralized, with decisions likely concentrated within the family, which may limit agility in responding to regulatory or market shocks.

Capital allocation under Juroszek has been disciplined but concentrated. Early reinvestment into real estate development—particularly in high-growth Polish cities—built a tangible asset base with embedded value. The pivot to gambling via STS represents a strategic diversification into high-margin, recurring-revenue digital services. However, the empire’s capital is heavily tied to two volatile sectors: real estate, which is sensitive to interest rates and construction costs, and gambling, which faces tightening regulation across Europe. There is no public evidence of significant international diversification or venture investments, suggesting a risk-averse, home-market focus. This concentration may enhance operational efficiency but amplifies exposure to Polish policy shifts and regional economic cycles.

The Juroszek empire faces multiple risk vectors. Regulatory scrutiny is acute in gambling, where STS operates in jurisdictions with evolving licensing regimes and consumer protection laws. Poland’s own gambling regulations have tightened in recent years, potentially squeezing margins or forcing market exits. Real estate development carries environmental, zoning, and labor risks, particularly as ESG standards gain traction in European markets. Reputational risk is also present: gambling’s association with addiction and social harm could trigger public backlash or political pressure. Additionally, the family’s dual control of both companies creates potential conflicts of interest, especially if capital is diverted between ventures. Geopolitical risk is moderate—Poland’s EU membership provides stability, but regional tensions (e.g., with Russia) could disrupt supply chains or investor sentiment.

Public records show minimal philanthropic activity tied to Zbigniew Juroszek or his family. Unlike many billionaires who leverage charitable foundations for legacy-building or tax efficiency, the Juroszeks appear to prioritize reinvestment in their core businesses. This absence of visible philanthropy may reflect cultural norms in Poland, where private giving is less institutionalized, or a deliberate focus on wealth preservation. However, it also leaves the family exposed to reputational gaps—particularly in sectors like gambling, where social responsibility is increasingly expected. A strategic philanthropic initiative, even modest, could enhance brand equity and mitigate regulatory friction, especially if aligned with housing or youth development in Poland.

While not overtly political, the Juroszek family’s influence is exercised through economic clout rather than direct lobbying. Atal’s real estate projects shape urban landscapes and employment in key Polish cities, giving the family indirect sway over local governance. STS’s customer base and tax contributions further embed the family in Poland’s digital economy. However, there is no evidence of political donations or formal advisory roles. This low-profile approach reduces exposure to political risk but may limit access to policy shaping during regulatory shifts—particularly in gambling, where licensing decisions can be politically influenced. The family’s Polish citizenship and residence in Cieszyn suggest a commitment to domestic stability, but also vulnerability to nationalist or populist policy swings.

Zbigniew Juroszek’s legacy is one of adaptive entrepreneurship in a transforming economy. He built a durable business from scratch in post-communist Poland, pivoting from textiles to real estate and then to digital gambling—a trajectory that mirrors Poland’s own economic evolution. His legacy is now being co-authored by his son Mateusz, who brings digital fluency and a new generation’s perspective. The challenge lies in institutionalizing the empire beyond the family: can Atal and STS operate as independent, professionally managed entities, or will they remain dependent on familial control? The legacy’s durability hinges on whether the next generation can navigate regulatory complexity, diversify geographically, and build brand trust beyond pure profitability.

• Profile: Zbigniew Juroszek & family (2025)
• Atal S.A. corporate filings and investor presentations
• STS Group public disclosures and market reports
• Polish gambling regulatory updates (2023–2025)