Often a start-up with potential builds early growth momentum through such qualities as innovation of product, enthusiasm of its founders, and assistance from foundation advisors and investors. But after a honeymoon formative period there arise multiple threats to a business regardless of the promise it may display. Sector radar picks up presence and leads to targeted competitor strategies to defend space or indeed move into the specialised space of the start-up, capital required to fire the engine of growth takes longer to secure than the business cycle requires, and daily management becomes less anticipatory and more driven by immediate needs leading to less than optimal performance. It is therefore beneficial for start-ups to maintain discipline comprising a few key elements; such as, building and maintaining a robust forecasting model that enables founders to be alert to changes affecting the entire value chain, define the ideal organisational structure and source appropriate expertise for defined functions as the business develops, treasure the loyalty of founding stakeholders through effective stakeholder engagement and communications (those already on-board can be the greatest of ambassadors for the business), and be fearless in searching for better ways to deliver to targets without departing from the core values of the founders. Whether a local small enterprise or a start-up with global aspirations such discipline allows scalability, the invaluable bi-product of which is an agile form of control.