Digital transformation in construction is often hindered by fragmented innovation processes and building project-centric technology trials. This study investigates how construction firms can configure and coordinate organizational capabilities to scale digital innovations from isolated Proof of Concept (POC) tests to firm-wide transformation. Drawing on innovation ecosystem theory, construction management, technology and innovation management on innovation uptake, the article presents findings from a qualitative case study of a sensor-based POC in a Swedish building project. Data were collected through eight in-depth interviews and 26 h of participant observation. The analysis identifies four interconnected sets of capabilities across ecosystem, project, and firm interfaces that support scaling, including configurations for value creation, alignment of value propositions, digital maturity, and cross-project learning for value capture. The study contributes to construction management literature by introducing a model of analysis for ecosystem-driven transformation and highlighting the role of digital brokers in aligning actors and accelerating capability-enhanced scale-up. Practical implications include the need for strategic coordination, cross-project learning, and capability configuration across organizational interfaces to overcome structural barriers to digitalization.