The case describes the journey of the Buddha Fellowship, a program designed to encourage entrepreneurship in the development sector. Although the supporting organization is rooted in the traditional development (non-governmental organization) sector, it seeks to foster for-profit social enterprises as a market-based approach to addressing development challenges. The case traces the organization's strategic evolution through a series of learnings and pivots. It also addresses the strategic dilemma of how a social entrepreneurship support organization can scale its model while navigating the trade-offs between growth, mission, and impact.