This chapter reports the findings from a longitudinal study spanning 12 years. It contributes to an improved understanding of how servitization actually happens, and, more specifically, how it affects the servicizing organization. The focal company AIR was a B2B manufacturing company in the aviation business, specializing in manufacturing jet engines. The case describes and analyzes how a unit at AIR made the successful transition from a pure make-to-print actor (product/production logic) to offering overall solutions (service logic), where we focus on the challenges that AIR encountered. It provides six major findings; the most surprising is perhaps the necessity to handle ambidexterity for successful servitization.