Nexus International reported $546 million in revenue for the first half of 2025: a 110% year-over-year increase. Founded and led by CEO Gurhan Kiziloz, the company has maintained a self-financed operating model throughout its expansion, opting not to raise external capital despite the scale of its ambitions.
This milestone already puts Nexus ahead of its full-year 2024 revenue of $400 million. While the $1.45 billion year-end target remains distant, the results point to momentum across its portfolio, which includes Megaposta, Spartans, and Lanistar. Each operates in distinct verticals, from gaming to fintech, across markets with differing regulatory demands.
Kiziloz has previously stated that the company’s structure and pace are intentional. In an earlier interview, he explained the rationale for avoiding outside investment. “I’m too proud to borrow money,” he said. “If I can build it myself, I will. I don’t want anyone else’s fingerprints on this.” This stance has shaped both Nexus International’s capital strategy and its internal governance.
The company’s model emphasizes early compliance and operational readiness before any large-scale public exposure. For example, Megaposta’s rollout in Brazil began with a focus on licensing before marketing efforts followed. Spartans and Lanistar adopted a similar sequence, tailored to their respective markets and sectors.
Kiziloz has also highlighted the operational benefits of maintaining full control. “No approvals, no politics, no waiting. If something makes sense, we go,” he said. This approach prioritizes decision speed and eliminates board-level friction, but also places the responsibility for both successes and failures squarely on the leadership team. “If it fails, I start again,” he noted, reflecting a readiness to accept risk in exchange for autonomy.
The absence of external capital does not appear to have constrained the company’s growth so far. The 110% year-on-year increase in revenue indicates that Nexus International has continued to expand using internally generated resources. However, this pace will need to accelerate in the second half of the year if the $1.45 billion target is to be met.
Nexus has not released detailed forward-looking statements beyond its revenue target. Instead, observers rely on signals – licensing activity, product integrations, and hiring trends – to infer strategy. Its quiet scaling and deliberate brand rollouts contrast with startup norms that prize visibility and validation early in the growth cycle.
While the company’s structure is still relatively opaque to the public, its performance suggests an emphasis on repeatability and process. By developing infrastructure and compliance capabilities early, the company appears to be setting the groundwork for brand replication in multiple jurisdictions. Kiziloz has described the decision-making process internally as simple and direct: “Give me an idea. If I like it, I’ll go and get it done.” This kind of speed, he argues, is only possible when a business operates without external approvals or investor oversight.
Still, the path forward is not without challenges. To hit the $1.45 billion target, Nexus would need to more than double its H1 performance in the remaining two quarters of 2025. Whether that rate of growth is attainable remains uncertain. But the company’s upward trajectory, combined with its refusal to dilute control through funding, positions it as a case study in what scaling can look like when capital is kept in-house.
For now, Nexus is expanding not through funding rounds or PR campaigns, but through reinvestment and disciplined execution. Whether or not it hits the 2025 target, its operating rhythm reflects the philosophy of its founder: focused, self-contained, and built to move without waiting for consensus.
