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Our research article analyzes the governance design of mission-driven start-ups that embed a socio-environmental purpose into their statutes from inception. Drawing on an in-depth case study, it highlights a hybrid governance configuration that combines cognitive levers (strategic guidance, stakeholder alignment) with disciplinary mechanisms (impact reporting, external audits). Three propositions are developed: (1) from the seed capital stage, the purpose exerts pressure on the organization by establishing dedicated oversight structures, thereby reinforcing its disciplinary dimension; (2) the mission acts as a governance mechanism by grading socio-environmental objectives, guiding decision-making, and fostering stakeholder alignment; (3) the publication of annual reports based on specific indicators, and their public dissemination by an independent third-party body (OTI), strengthens both the disciplinary and cognitive functions of governance. A fine-grained analysis of these mechanisms reveals their functional interweaving, enabling the emergence of a formalized cognitive governance structure adapted to the complexity and normative expectations of mission-driven entrepreneurship.