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The case study captures the circular economy business model of East Bali Cashews (EBC), one of the most popular social enterprises in the world as of 2022. EBC was established in 2012 by Aaron Fishman (Fishman) in Bali, Indonesia, mainly to improve the livelihood of the cashew farmers who used to sell the raw cashews to traders for processing outside Indonesia. Fishman established a cashew processing unit near the cashew farmers and processed high-quality cashew nuts in Bali by stressing social and environmental sustainability. By offering employment opportunities to almost 700 people (mainly local women) in an impoverished area, EBC empowered the local people and lifted them above the poverty line. The business model of EBC emphasized sustainable business practices by creating jobs for the local people, investing in education, healthcare facilities, modern industrial machinery, and innovative method of cultivation, and farmer research for the overall development of the cashew farmers. EBC also practiced a circular economy in production by using the cashew shells as a fuel mix in the processing plant's furnace and redistributing the resultant cashew shell ash to the farmers as fertilizer. The farmers further applied it in the cashew field. However, the argument was whether the business model of EBC would be sustainable in the long run given the odd challenges against social enterprises. Was EBC's business model of Fishman on the right track, and what strategies the social entrepreneur could adopt to ensure sustainability and scalability in the marketplace?