Sustainable entrepreneurs strive to achieve economic, environmental and social objectives simultaneously (Schaltegger & Wagner, 2011), and thus, often face tensions to balance these often contradicting demands stemming from their business models (Davies & Chambers, 2018). Yet, despite being an essential task for sustainable entrepreneurs, how they manage these tensions remains under theorized. Thus, to advance our understanding of sustainable entrepreneurs, the current study sets out to investigate how different entrepreneurial drivers, an important factor that has been found to predict entrepreneurial behavior (Carsrud & Brännback, 2010), influence the strategies sustainable entrepreneurs use to handle the tensions inherent to the triple bottom-line. In order to answer our research question, we have followed a multiple case study approach, and collected data via in-depth and semi-structured interviews with the founder(s) of hybrid ventures. Our findings revealed that different entrepreneurial drivers impact the way the sustainable entrepreneurs operate their hybrid ventures, and more specifically how they handle tensions in their triple-bottom line. By identifying a typology of sustainable entrepreneurs on the basis of their entrepreneurial drivers, while linking different drivers to different strategies employed by sustainable entrepreneurs when handling triple bottom-line tensions, we contribute to the streams of research on sustainable entrepreneurship and sustainable management.