This paper presents a rigorous academic deconstruction and strategic evaluation of the Agile Viva Active-Aging LifeHub business plan, situated within the context of Malaysia's accelerating demographic transition and evolving aged-care ecosystem. Employing lenses from gerontology, health systems management, business model innovation, and behavioural economics, the analysis dissects the venture's foundational thesis, operational model, and market positioning. It identifies a convergent "perfect storm" of demographic pressure, systemic service gaps, and policy tailwinds that validate the model's necessity. The interpretation section critically examines the venture's core hypotheses which particularly the integration of play therapy and a hybrid clinical-wellness model that against empirical evidence and cultural-economic realities in Malaysia. Subsequently, the paper proposes a detailed, phased strategic roadmap for growth, embedding sustainability through clinical governance and financial resilience, and achieving scalability via technological enablement and ecosystem orchestration. This work contributes to the literature on social enterprise models in ageing societies and provides a replicable framework for evidence-based, scalable preventive health interventions in emerging economies.