Rising incidence of homelessness is of growing concern in many developed economies. In Australia, the Australian Bureau of Statistics reported that more than 122,000 individuals were experiencing homelessness on Census night, with 44.1% of them being female (Australian Bureau of Statistics 2023, accessed 16/9/2024). Homelessness has particularly severe consequences for women and children, who often experience social isolation and chronic health conditions as a result (Finfgeld-Connett 2010, p. 461). Social enterprises have taken a lead in tackling such complex and sticky social problems that traditional institutions such as the governments and non-governmental organisations (NGOs) have failed to resolve. This chapter presents a longitudinal case study of a social enterprise (SE) GOGO Events, founded by Sarah Gun in 2012, with a mission to support and empower marginalised women—particularly those facing homelessness—by offering them opportunities to enter the paid workforce in the events industry. This qualitative study was conducted between September 2015 and December 2019 using multiple data generation techniques to ensure data triangulation. In the first seven years of the SE model, GOGO had employed 85 homeless women in 231 events it had delivered, offering 1463 days of paid work through its events; as well as contributing in immeasurable ways to improvement of their lives. We explore the impact of the training and employment undertaken at GOGO by these women as experienced by them. We also examine the founder’s motivations that shaped her vision to repurpose her successful commercial business into an SE and unveil its business model. This research contributes to the growing body of literature on social entrepreneurship by responding to the need for empirical studies on entrepreneurial motivation (Austin et al. 2006; Germak & Robinson 2014). The study demonstrates that the commercial and social objectives of SEs are not necessarily incompatible; instead, if combined creatively they enable and enforce one another. Additionally, social entrepreneurs can build and cultivate networks through applying goals convergence strategy to co-create positive social impact building more inclusive and sustainable communities. Our study suggests that creative ecosystems of symbiotic cross-sectoral organisations, as developed by GOGO, offer a unique tool and business model which can replace the obsolete notion of business as a “zero sum game” with “business as a force for good”.