Scaling is a critical yet fragile phase for software startups; many fail to transition from early traction to durable growth. Existing research largely examines large, capital-rich ecosystems, leaving comparatively less known about scaling in smaller but digitally advanced economies. We report an inductive, qualitative multiple-case study of six Finnish software-as-a-service (SaaS) startups and develop an integrated model spanning three aggregate dimensions: business, organizational, and engineering. We show how choices across these dimensions interact to form a coherent scaling configuration suited to contexts with limited domestic demand and strong engineering talent. The paper contributes by: (i) offering a context-sensitive account of SaaS scaling in a small open economy; (ii) integrating business, organizational, and engineering choices into a unified framework, and (iii) specifying micro-level guardrails that translate operational excellence into implementable practice. We discuss implications for policymakers, investors, and founders seeking globally competitive ventures.