Hypergrowth (or “Blitzscaling” in words of Chris Yeh and Reid Hoffman) has become an obsession and a "by default" path for successful start-ups. It is expected by investors, it is treated as means of producing more outputs by founders and it represents a significant challenge for both the structure and processes. In my talk, I would like to share my story of dealing with such a situation at two start-ups that were adopting LeSS. I will dive into the system dynamics the hypergrowth has produced in both cases, and share the challenges we have faced, experiments we have applied to address or mitigate those and outcomes they led to.