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By the late spring of 2019, it was clear to Samuel Kalika, Founder of Critical Concrete (CC), a sustainable architecture social enterprise in Porto, Portugal, that his organization needed to pivot. While he was not exactly clear on what strategy would help CC more reliably and consistently deliver on its social mission, Kalika was convinced that the organization's current focus on the Critical Concrete Summer School (CCSS) was not financially sustainable for much longer. The staff was spending an entire year in its planning and coordination, and the financial situation seemed inconsistent and fragile, among other challenges. He had to quickly decide on how to move forward and redirect their efforts. The 2019 CCSS would conclude in only three months, and after that, there was nothing scheduled, which also meant no funds were coming in beyond that point. CC needed to pivot, but Kalika had to figure out what to do next. Considering the mix of resources and challenges in the picture, what could he do to pivot the organization?