Nexus International has grown from a startup to a business with more than $400 million in gaming revenue, largely under the direction of founder Gurhan Kiziloz. The company stands out in its sector for one particular reason: all expansion, market entry, and operational spend have been funded through business earnings. There are no venture capital partners, no outside investors, and no debt-driven liquidity. The approach has resulted in a work culture where urgency is shaped by the realities of cash flow, not by funding milestones.
Kiziloz’s reasoning is straightforward. “Every mistake shows up on your bottom line. There’s no one else to pick up the bill,” he says. The absence of external funding is not framed as a statement against it, but as a practical limitation that sets the cadence for decision-making and risk. There is a visible effect on operations. Product launches and campaigns are brought to market rapidly, but are also subject to immediate scrutiny. If a new initiative does not deliver results, it is typically withdrawn without extensive debate or drawn-out reviews. “You can’t be precious about it,” Kiziloz says. “If it’s not working, change direction and move again.”
The business entered Brazil on the strength of a direct marketing campaign. Traditional channels, including offline media, were prioritised based on early performance. Megaposta secured a national gaming licence only after the brand had demonstrated traction with customers. Kiziloz says the sequencing was intentional: “The market let us know if we were right or not.” Planning and execution occur in close proximity, and long strategic delays are avoided.
The sense of pace also carries over to setbacks, which are handled directly. Failed launches or underperforming campaigns are documented and replaced. “If something flops, you feel it immediately. That’s the price you pay for running on your own money,” Kiziloz says. The company’s response is to resume activity without delay. Recovery is routine, not performative. The culture does not favour retrospection over action.
Ambition remains a constant. Nexus International’s stated target is $1.45 billion in revenue by the end of 2025. The target is present internally, but there are no public roadmaps or staged media updates. Kiziloz’s outlook on external funding remains pragmatic: “You never say never. But as long as the engine’s running, you keep pushing with what you’ve got.” The business model is not presented as an example for others, but as a result of operational preference and necessity.
For Nexus, urgency is not an adopted value but an operational outcome. The company’s growth, resource allocation, and internal processes are tied closely to cash flow. Each decision, from new market entry to campaign shutdowns, is absorbed by the organisation directly, with little insulation from consequence. While the company’s approach has produced rapid growth so far, it remains to be seen how sustainable or adaptable this model will be as the business continues to expand.
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