Dreaming Of A Wardrobe Refresh, A Fashion Loving Mom Started Her Own Brand—And Scaled It To 7-Figure Revenue

When Morgan Hutchinson and her husband Brett returned to the U.S. after living in China for four years, she found her personal style had evolved significantly, particularly as a new mom needing more flexible gear.

“I wanted to create a space for women going through similar transitions,” says Hutchinson, who previously co-founded the lingerie brand Passport Panties with two friends and wrote a blog called Blonde in Beijing. “Coming from the manufacturing world, I saw prices escalating rapidly and felt there was a need for something more affordable.”

That was in 2016, when they designed their first collection for BURU, a brand focusing on fashion-forward styles that are high on functionality. The 90%-direct-to-consumer brand, catering to upscale shoppers in their 30s and 40s, has stores in New York City and Charleston, S.C. and generates about $10 million in annual revenue.

What started as a small family operation based in the couple’s garage now has its own manufacturing facilities in downtown Los Angeles and 40-full-time production team members, many of whom are family members. “These family connections bring unique skill sets to the team, and we know every member by name,” says Hutchinson. “We’re bringing back a personal touch to clothing manufacturing that’s been lost.”

Hutchinson, raised in a small town in Kentucky, spoke with me recently about how they scaled up from a garage startup to a multimillion brand. Here are some takeaways.

Create an unmistakeable esthetic. Although Charleston and New York are very different markets, the BURU stores have a shared vibe—one that Hutchinson took time to develop. “They reflect our brand’s aesthetic—dark greens, pops of pink, and minimal decor, allowing the clothing to speak for itself,” says Hutchinson, who only wears her own designs.

Hire carefully. Hutchinson has always tried to keep her team as lean as possible—and paid attention to more than just hard skills. “We focus on the person’s ethics and personality rather than just their specific experience, as we believe skills can be taught,” she says. “I don’t think you can teach people a work ethic, an energy level or really even the vibe of the brand, so we really lean into who’s going to fit into our culture and then we can always train them to do the tasks that we need them to do.”

Keep ad spending lean. Since BURU is a self-funded business, its growth is often dictated by its reinvested revenue. “While we do paid advertising, it’s on a smaller scale than similar brands, as we value organic growth for its authenticity,” says Hutchinson.

To spread the word, BURU uses a hybrid agency for digital ads but keeps spending lean and adaptive, with ads evolving every 10 days. “Recently, we joined ShopMy for affiliate links, which offers transparency to see what’s working,” says Hutchison. “We’ve always aimed to build relationships with influencers organically.”

Cultivate taste makers. Hutchinson often hosts Saturday micro-launches to showcase BURU’s clothes on different body types. “This resonates with our community, especially when we feature ‘taste-makers’—those with great style who influence others in their community, even if they’re not influencers by profession,” she says.

For 2025, she plans to focus on grassroots strategies, reaching influential women in local communities, resorts, and travel destinations. “As a brand, we’re looking to infiltrate beautiful spots and events where people dress up, extending our presence naturally through shared experiences and interactions,” she says.

Embrace versatility. Although BURU caters to an upscale client with designs that sell for $260 to $420 each—like the popular drop waisted, boat neck “Mary Dress” ($428), Hutchinson knows her clients want to get value from their investment. “We style each piece three ways, allowing our customers to visualize different looks,” she says. “The idea is to create multi-generational, timeless pieces that appeal to various ages.”

Keep reinventing the brand. Although she aims to keep BURU 80% direct-to-consumer, Hutchinson stays open to new opportunities. “We’ve never done wholesale, but we’re designing a collection for Dillard’s, with custom fixtures in 36 stores,” says Hutchinson.

Invest for future growth. “Unlike many businesses in fashion, we own the building where our factory is located, as well as the equipment,” says Hutchinson. “This gives us a strong foundation and the ability to scale further if we ever decide to raise funds, although we currently have no plans to.” As many an entrepreneur has found, opportunity often arises at the most unexpected times.