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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.

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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.”

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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.”

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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 reflec

All In-House: Why Gurhan Kiziloz is keeping investors out of Nexus international’s $1.45B push

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