The successful operation of electric cars hinges on the establishment of charging stations. The momentum of the sharing economy relies on individuals being willing to provide their services. The shift from records to for-profit music streaming necessitated the availability of music catalogs from all record companies. Disruption, which involves the introduction of new solutions or business models that render previous ones obsolete, is not solely tied to innovation; it often demands adjustments or even new innovations from contextual actors such as present and new suppliers, intermediaries, and customers. However, how the management of a disruptor, the firm introducing the new solution, makes sense of these other actors in relation to the disruption remains a critical question. This chapter employs network pictures, a theoretical orientation and method focusing on how managers make sense of contextual actors with interdependency as central in the conceptualization of the context. Empirically, sensemaking is captured through a case study on a start-up in the retail sector. This chapter concludes that the disruptor management possesses limited initial understanding of the context, where the comprehension is continuously adjusted in pursuit of profit and reliable contextual actors. Additionally, it highlights the connection between the initial network picture, past experiences, and a concentrated focus on the primary target for disruption. Ultimately, this chapter contributes to existing research by focusing on the sensemaking of disruptor managers and its theorizing about contextual actors related to disruption.