Sunday Cherries Turned $50,000 Into a Sellout Loungewear Brand

By Daniel Okafor

Lexi Larson said she put $50,000 of her savings into Sunday Cherries in early 2024, and the 30-year-old founder sold out the Denver loungewear brand's first order on launch day.

Before starting Sunday Cherries, Larson worked remotely for a marketing agency. She needed a creative outlet and began posting TikToks about her life and working from home. She knew social media could launch a project but had not chosen a business.

When viewers asked where a cute, cozy outfit came from, Larson found the idea for loungewear that felt comfortable while still looking polished. She kept making vlogs and quit her job in early 2024. Larson said her first two years mostly involved learning the business, with her TikTok audience following the company's development.

How did TikTok shape the product?

Larson shared clothing samples and asked her followers which colors they liked. She said that participation made the audience feel invested in Sunday Cherries. She also posted behind-the-scenes details about starting the company. Larson said followers valued that transparency because many brands present a perfect image and reveal nothing about the work behind it.

How much financial risk did the first launch carry?

Larson placed her savings in a separate business bank account and kept the brand entirely self-funded. Although she received a few investor offers, she declined them. “I quit my job because I didn't enjoy having people tell me what to do, and taking on investors felt like having a boss again,” she said.

Her $50,000 startup pool covered a first order that cost about $24,000. The order included about 300 hoodies and 300 sweatpants. Larson described the bill as scary and feared she would not sell the stock.

On launch day, she recorded about $35,000 in sales and sold out everything. She said the result convinced her that the brand had a market.

What changed after the sellout?

The first stockout created an operating problem because Larson expected to wait about two months for more inventory, during which customers could visit the website and find nothing available. She said the gap taught her inventory planning and forecasting. Initially, she ordered minimum quantities because she did not know what would sell.

Larson said her revised ordering now accounts for:

• which products sell on her website;
• preferred colors, fabrics, and fits;
• seasonality; and
• whether to hold extra stock for products she expects to perform well.

She now orders more inventory when she believes an item will do well.

What did manufacturing failures teach her?

Larson called manufacturing her biggest learning curve. At first, she spent hours searching and found a manufacturer's website on roughly the third page of Google's results. For her first drop, she ordered hoodies with a vintage, acid-wash finish. Many arrived stained with bleach.

Larson inspected every hoodie and sent the damaged ones back. The manufacturer fixed the damaged products, but the repair work consumed considerable time.

More recently, she caught another problem before shipment: pictures of a finished pants order showed inseams several inches too long. Larson halted shipping, sent the pants back for updated measurements, and delayed the launch by a couple of weeks.

She said such an issue once made her think the business was over and she would lose all her money. Her response now is to fix the problem and move on.

How did outsourcing free up her time?

Larson began with a 250-square-foot rented warehouse. She went there every day to shelve inventory, pack orders, and ship products. The work became a full-time job and left her unable to focus on anything else.

In March 2026, Larson switched to a logistics company that receives inventory, picks and packs orders, and ships them. She said the change saved substantial time. She has never hired a salaried employee and instead works with several freelancers and contractors.

Her small team now works like a relay:

• A tech-pack designer turns inspiration images into a CAD model and compiles measurements for the manufacturer.
• A local content helper films and edits for the Sunday Cherries pages, while Larson focuses on her own page.

Why did she build an email list?

Larson watched videos about starting a business and took one recurring message seriously: an email list is among the few assets a founder controls. She also knew a social media account could be deleted and its audience lost.

Before launching her products, she built an email list of about 15,000 people. She posted about it from the start to drive sign-ups.

Can the brand absorb volatile sales?

Larson held herself back for years because she wanted more experience. She now believes no founder can feel 100% prepared or avoid every mistake. Her conclusion is practical: decide, start, and keep going.

“Some months, I bring in $50,000 to $60,000 in sales, and the next month it could be zero,” Larson said. Her social media income covers her bills, so she takes no money from Sunday Cherries. She reinvests all brand revenue into ordering more products, improving the website and fit, and creating new products.

The next test for Sunday Cherries is operational, not promotional: Larson must turn uneven sales and production errors into steadier execution while keeping the brand fully reinvested.