Background:    Coworking spaces (CWS) have become key ecosystems for entrepreneurs, offering shared resources, flexibility, and social capital. While existing research highlights how members benefit from CWS, the role of managers remains underexplored. This study shifts focus to CWS managers as entrepreneurial orchestrators who not only facilitate but also leverage social capital for strategic purposes. We also address the lack of research on how ownership influences managerial strategy by focusing on GRO36, a privately owned CWS in Sweden. The study examines how managers shape, engage with, and benefit from the communities they build. Purpose:  This study explores how CWS managers utilize their environment as a platform for innovation by strategically interacting with their community and leveraging internal capabilities. The aim is to shift the academic focus from coworking members to the managers themselves, contributing to the limited literature on the managerial role in CWS. The study aspires to provide insights for scholars and practitioners in management, entrepreneurship, and coworking space operations. Method:   Given the limited literature on CWS, we adopted a qualitative, abductive approach, combining semi-structured interviews with ethnographic observations to gain deeper insights. A mini-ethnographic case study at GRO36 allowed us to capture both managerial perspectives and real-time interactions within the CWS. Thematic analysis according to Braun & Clarke (2006) was applied to identify key patterns, ensuring a systematic approach. Ethical considerations, including informed consent, confidentiality, and bias mitigation, were prioritized to uphold research integrity. Conclusion:  The results show that, drawing on theories of social capital, innovation, and entrepreneurial leadership, managers at GRO36 act as entrepreneurial orchestrators in sensing, seizing, and transforming opportunities in collaboration with members and the community. Our findings suggest that innovation is not a guaranteed outcome, but one shaped by leadership orientation and contextual dynamics. Further, the results show that the relationship between social capital and innovation is one to handle with caution, given that our findings suggest a potential trade-off between them: too much innovation might erode the CWS community.