Nexus International, the company behind platforms such as Megaposta, has set a revenue target of $1.45 billion by the end of 2025. With $400 million reported in 2024, the company’s growth plans are ambitious, but what distinguishes Nexus International isn’t just the scale of its goal. It’s the method. The company remains entirely self-funded, with no venture capital or external investors involved in its expansion to date.
Founder and CEO Gurhan Kiziloz attributes much of the company’s agility to this model. “We move fast. Really fast,” he said in a recent interview. “No approvals, no politics, no waiting. If something makes sense, we go.” This emphasis on speed reflects an operational culture that prioritizes execution over bureaucracy.
Kiziloz’s decision to avoid external capital is deliberate. He said: “If I can build it myself, I will. I don’t want anyone else’s fingerprints on this.” The comment reflects more than personal preference, it defines the company’s structural approach to control, accountability, and risk.
Operating without investor oversight changes the dynamics of leadership and decision-making. Kiziloz described this independence as both a strategic and psychological advantage. “No one talks negatively in my ear,” he said, referring to the absence of boardroom influence or venture-driven pressure. “If it fails, I start again. It’s that simple.”
The company’s self-funded structure also affects how quickly ideas turn into actions. Kiziloz summarized a typical workflow at Nexus: “Give me an idea. I like it. Go get it done.” The model allows for minimal lag between concept and execution, an approach that might not suit every team, but one that reflects the founder’s emphasis on speed over consensus.
That speed, however, comes with tradeoffs. “You’ve proven scale without capital. What’s the tradeoff? Speed,” he acknowledged. For Kiziloz, this isn’t a drawback but a filtering mechanism: a fast-paced culture may not be universally compatible, but it suits the company’s internal rhythm and structure.
Personal conviction plays a central role in his leadership style. “They ask. They shouldn’t,” he said of founders who seek funding too early. “Asking puts you on the back foot. Build something people want in on, then decide if you even want them.” In his view, premature fundraising compromises leverage and direction.
Asked whether Nexus International would be where it is today had it accepted funding, his answer was unequivocal. “Absolutely not. I’d be wasting time listening to people who don’t get it.” That conviction carries over into how he navigates setbacks. “I get it wrong all the time,” he admitted. “But those few right moments are so big, they wipe out all the wrongs.”
The pressure of self-reliance appears to be a motivating factor rather than a liability. When asked what kind of pressure comes with being solely responsible for the company’s trajectory, he responded, “If it fails, I start again.”
With operations expanding, particularly in Brazil, and with no plans to dilute ownership or introduce outside investors, Nexus International is maintaining a growth trajectory that reflects both business discipline and individual conviction. Whether the company reaches its $1.45 billion revenue target remains to be seen. What is clear is that the path it’s following is highly intentional, and built without external capital.
For now, that self-funded model remains a core feature of how Nexus International operates, and how its CEO defines success.
This article was written in cooperation with Gurhan Kiziloz