With Camel Group as the case, a single-case study method is adopted to systematically analyze its green transformation process, integrating the theory of sense-making and the resource orchestration theory to construct a dynamic analytical framework of “proactive entrepreneurship—resource orchestration actions—green transformation outcomes”, and dividing the green transformation process into three stages for in-depth analysis. The findings are as follows. First, proactive entrepreneurship exhibits dynamic evolutionary characteristics during the transformation process. At each stage, through continuous sense-making of the policy environment, technological prospects, and staged transformation outcomes, entrepreneurs dynamically adjust their cognitive combination of “forward-looking insight” and “crisis awareness”, forming a stage-specific core of proactive entrepreneurship. Second, at the level of resource orchestration, Camel Group progressively structures key resources and continuously bundles core capabilities across stages. Its resource utilization pattern undergoes a three-stage transition: “grafting utilization of production resources”—“one-way resource transfer between businesses”—“business ecosystem resource integration”. Third, a bidirectional interaction mechanism exists between proactive entrepreneurship and resource orchestration actions: the sense-making outcomes of each stage provide strategic guidance for concurrent resource orchestration, while the effectiveness of resource orchestration serves as new feedback from experience, triggering the next round of sense-making. Together, these two forces drive the enterprise’s green transformation along the path of “manufacturing green transformation—business green transformation—ecosystem green transformation”.