The thesis analyses how community-driven international expansion operates in the context of Streetlifting, using Final Rep as a single embedded case study. The primary goal is analytical and explanatory: to understand the mechanisms through which a niche sport organization with no commercial infrastructure has achieved international presence across more than 40 countries, and to examine whether existing theoretical frameworks can account for this. Practice-oriented recommendations are included as a secondary contribution. Drawing on nine semi-structured interviews with Final Rep’s managing director, national organizers across six countries, and long-tenured athletes, alongside a supplementary athlete survey, the research finds that community formation consistently preceded formal organizational entry across all markets examined, inverting the conventional internationalization sequence. Community members function not as a supplement to professional organizational capacity but as its primary substitute, generating the human and relational capital that financial and infrastructure capacity cannot. The theoretical frameworks of the Uppsala model, the CAGE distance framework, and the IMSIS brand strategy model are applied diagnostically to explain the pattern and limits of this expansion. The thesis identifies four structural tensions inherent in the community-driven model and develops recommendations across short, medium, and long-term horizons grounded in the empirical findings and the comparative experience of the International Powerlifting Federation.