<![CDATA[This study examines how a formally small-scale construction contractor can formulate a credible growth strategy when demonstrated project-delivery capability develops faster than formal qualification and organizational readiness. Using PT Gigar Bintang Utama in South Tangerang as an information-rich case, the study conceptualizes this transitional condition as a capability–qualification gap. A qualitative single-case study was conducted during May–July 2026 using direct observation, semi-structured interviews with two board-level key informants, and available organizational and project documentation. Evidence was analyzed through directed qualitative content analysis, source triangulation, and an evidence-traceable strategic diagnosis informed by the resource-based view and dynamic-capabilities perspective. Unsupported numerical IFE/EFE/QSPM scoring was deliberately avoided. The company reports project experience of approximately Rp 9.5–35 billion despite its formal small-contractor positioning. The evidence indicates demonstrated execution exposure and managerial agility, but also gaps in institutionalization, financial traceability, qualification alignment, digital project control, and systematic tender intelligence. The recommended pathway is staged institutionalization rather than immediate aggressive expansion. The study develops the capability–qualification gap as a transition construct distinct from general organizational readiness: it captures misalignment among demonstrated execution capability, formal market qualification, and institutionalized systems. The construct extends construction-SME strategy research by explaining why project-level capability does not automatically constitute scalable readiness and by identifying an evidence-based pathway toward qualification alignment and sustainable growth]]>
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