Serena & Lily: Serena Dugan and Lily Kanter. They Built a $20M Brand—Then One Investor Almost Destroyed It
Guy Raz sits down with Serena Dugan and Lily Kanter to reveal how two founders turned a Mill Valley baby boutique into a $20 million luxury home goods empire—and nearly lost it all to a predatory investor. Their story is a masterclass in surviving unplanned success, financing production with customer deposits, and fighting to keep control when the people writing the checks want a different company than the one you built. What follows is one of the most instructive cautionary tales about outside capital ever told on How I Built This.
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Episode Recap
Serena Dugan and Lily Kanter did not set out to build a home goods empire. What started as a Mill Valley baby boutique became a $20 million luxury brand through lucky breaks, hard choices, and a near-death experience with outside capital. Their story is a masterclass in what happens when success outruns your resources—and how the wrong investor can become a bigger threat than any competitor.
Financing the Impossible
Serena & Lily's first catalog landed at exactly the right moment. A competitor had just left the market, and orders poured in. The catch? They hadn't manufactured anything yet. With no inventory and no working capital, they used customer deposits to fund the first production run. It was risky, but it worked. That catalog generated nearly $100,000 in orders and proved demand was real. Constraints often force the most creative solutions.
The Investor Who Almost Killed Them
Growth attracted money, but not all money is good money. A private equity firm offered to write one check for a friends-and-family round, but the term sheet demanded controlling interest for a small stake. Lily's lawyer banned the deal outright. They scrambled to raise $1.5 million from friends and family instead, completing the round in 17 days.
The real damage came later. A family office investor brought in during a later round wanted profitability instead of growth. The misalignment created boardroom battles, and when the investor sued for irreparable harm, the founders faced an impossible choice. Their board chair told them to buy the investor out on brutal terms: a two-times participating preferred security that would cripple future fundraising. The founder who negotiated it knew immediately the terms were toxic. Acquisition offers came in, but the preference stack meant most value would go to investors before founders saw a dime.
The Pivot That Saved the Brand
The 2008 financial crisis destroyed half their wholesale channel overnight. Rather than shrink, Serena & Lily launched a direct-to-consumer catalog and expanded into adult home goods. They went from $5 million to $10 million to $20 million in consecutive years. The Hamptons store that followed became a media sensation and attracted a family office acquirer who cleaned up their cap table. Serena left at the end of 2015. Lily followed soon after. Both started new design ventures, and today they look back with pride—not just at what they built, but at how they survived it.
Key Takeaways
- 1Finance with customer deposits: When inventory and capital are scarce, let buyers fund production—it validates demand and preserves equity.
- 2Read term sheets before celebrating: A single investor can destroy more value than a bad product; get a lawyer before you sign anything.
- 3Pivot when your channel collapses: The 2008 crash forced Serena & Lily into direct-to-consumer and turned a crisis into their fastest growth period.
- 4Control your cap table early: Egregious investor terms can linger for years and make future fundraising impossible.
- 5Pride survives ownership: Founders can walk away with something stronger than equity when they build a brand that outlasts their tenure.
Founders Featured

Serena Dugan
Serena Dugan co-founded Serena & Lily in 2003 and served as Chief Creative Officer, shaping the brand's signature California style through her background in fine art and textile design.

Lily Kanter
Lily Kanter co-founded Serena & Lily in 2003 and led the company as CEO for more than a decade, scaling it from a nursery-bedding startup into a national direct-to-consumer lifestyle brand.