This case discusses the challenges faced by the CEO and senior leaders of the nonprofit organization, Digital Green, as they experimented with ideas which had vast commercial potential. Digital Green produced videos of best farming practices and shared these videos with small and marginal farmers to help them increase their yield. As the organization grew, it started a pilot project named LOOP, which used technology to provide end-to-end shared logistic services to the farmers which aggregated farmer produce from a village, delivered that produce to market, received payment from sales, and transferred it back to the farmers. This entire chain of transaction could be tracked by a smartphone application at the farmer’s end. As the LOOP project became successful and the various stakeholders came to terms with its tremendous financial potential, the co-founders and senior members at Digital Green needed to decide on an organizational model to tap into the potential of LOOP and, at the same time, to not disrupt the work at Digital Green. This case focuses on the organizational design options available to Digital Green, as a nonprofit, to pursue and scale the LOOP project. Nonprofit organizations in India have various limits as far as their engagement in commercial, revenue generating activities is concerned. The main questions the case tries to focus on are: What are the various options available to the CEO and senior members of Digital Green to pursue a project like LOOP which has commercial potential? And what are the limitations and challenges of each of these option which the leaders need to be aware of while making their decision?