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In contrast to commercial entrepreneurs, social entrepreneurs who combine goals of financial sustainability with social and/or environmental impact may pursue a 'dual track' approach to scaling up, decoupling the 'scaling of the organization' from the 'scaling of impact' more broadly. We offer a deep qualitative investigation of social ventures led by Ashoka Fellows that seek both to sustain their own organizations and to scale up their impact through public policy change. Initial field work has indicated that such a 'dual track' approach to scaling produces tensions (both generative and degenerative) and leads to outcomes which are puzzling when viewed through more traditional theoretical lenses. Our findings generate a deeper understanding of the growth strategies of social entrepreneurs and of multilevel opportunity processes.