At Swarovski, early decisions shaped everything. Most projects began with color strategy and component availability, often locked before a single sketch was made.
We worked with a proprietary CAD system linked to an expansive parts library, enabling fast digital prototyping—but developing custom elements was slow and costly. That meant clarity upfront wasn’t optional—it was essential.
Every creative process has a constraint. Ours began with color, parts, and purpose—set early to unlock everything downstream.
These are real working documents from Swarovski’s 2024 Met Gala initiative. We used color cards to guide concept development—referencing existing styles while setting a new visual direction.
To support the creative push, I reallocated 15% of our legacy product development capacity into design-focused execution, aligning our prototyping teams around the Creative Director’s vision.
This shift unified Product Development and Design into a more agile, collaborative structure—producing prototypes and limited runs that delivered on both narrative and execution.
At Signet, ideation began with curated online imagery—mood boards built for dialogue, not duplication. Our internal design team assembled these boards and refined them with merchant leads through strategic work sessions.
As Head of Product Development, I participated in every meeting, tracking origin points and ensuring IP compliance with legal. The result was a process rooted in collaboration, accountability, and creative discipline.
Daily stand-ups and afternoon design reviews kept the team sharp—mirroring the pace and professionalism of our external vendor partners and steadily improving our internal creative fluency.
At Swarovski, we assessed risk before sketches became samples. Embedding technical thinking early helped us avoid costly revisions and protected timelines downstream.
This example—a highly complex watch project—required close alignment between design and engineering. We built flexibility into the creative calendar from the start, knowing development would take longer.
The result: fewer surprises, smarter planning, and a stronger product.
This piece challenged convention. As a non-traditional jewelry form, it required early, rigorous testing for wearability, weight, and movement.
We ran multiple prototypes through real-time feedback loops—balancing form, function, and user experience with input from design, development, and our wear test team.
Creative vision only worked because it aligned with physical reality. A strong example of technical design leadership in action.
This was more than jewelry—it was a manifesto. We intentionally designed this piece to be intricate, multi-layered, and technically demanding—a showcase of what’s possible when every discipline performs at its peak.
It tells a brand story through craftsmanship—a physical narrative of precision, capability, and collaboration.
Savoir-faire in focus:
Exquisite surface finishing
Multi-process stone setting
Advanced cutting techniques
Precision assembly across complex components
In early design, both clarity and chaos have value. Some sketches are fully dimensioned and CAD-ready. Others are fast, raw, and emotionally driven—seeds of something greater.
Across every team I’ve led, I’ve worked to preserve this balance:
Designers need room to explore.
Developers need structure to refine.
Here are two sketches:
A production-ready drawing, engineered for CAD.
A rough, asymmetrical concept—still powerful, still essential.
This sketch and final sample come from two companion rings I developed for the Vera Wang LOVE collection at Signet—one with an oval center stone, the other with a round.
Both belonged to the same sub-collection but evolved through development. We introduced additional diamond accents beneath the halo to enhance dimension and visual impact—refinements made during iterative reviews.
Huge Revenues: $$$$
I oversaw both rings from initial concept through final production, ensuring alignment with the brand’s design language while managing cost, sourcing, and manufacturability across a scaled rollout.
I’ve used Centric PLM, Smartsheet, and other platforms to streamline product creation across thousands of SKUs, hundreds of stakeholders, and multiple global vendors.
At Swarovski and Signet, these tools helped turn complex launches into coordinated, transparent workflows—from ideation to in-store delivery.
Whether managing 7 seasonal drops or 30 vendors, I use digital platforms to reduce friction, boost accountability, and give creative teams more room to focus on what matters: the product.
William Clark on LinkedIn: https://www.linkedin.com/in/william-clark-1ba4688/