END-TO-END PRODUCT DEVELOPMENT · SUPPLIER STRATEGY · COMMERCIAL LAUNCH

Sasha began with a category gap. Accessible jewelry storage prioritized utility at the expense of material and emotional value, while luxury options delivered craftsmanship at a price out of reach for most of the market. Nothing in between treated jewelry storage as both an organizational tool and an object worth displaying.

My objective was to close that gap with a coherent product system: connecting user behavior, interior organization, material selection, digital modeling, supplier capability, prototype evaluation, quality standards, packaging, and launch presentation into one product that earned its place on a dresser, not in a drawer.

The challenge was to create a product that felt distinctive and highly considered while remaining commercially viable, repeatable, and accessible to a broad market.

The result was a scalable product system that launched two flagship SKUs, generated hundreds of five-star reviews, and helped establish new supplier, quality-control, and packaging capabilities for the business.

The Sasha Jewelry Box demonstrates how unconventional thinking can become a practical business advantage.

The product was developed through a combination of:

• Detailed research

• Close product examination

• Intuitive design judgment

• Cross-disciplinary thinking

• Self-directed technical learning

• Supplier collaboration

• Precise communication

• Commercial prioritization

The process did not succeed by ignoring barriers.

It succeeded by examining them closely, identifying what function was missing, and creating an alternative path forward.

Thinking outside the box became the method for building a better one.

Three tensions had to be resolved at once:

Perceived value vs. unit cost

The materials had to read as luxury without pushing the retail price past the giftable threshold.

Aesthetic ambition vs. manufacturability

Every surface, seam, and component needed a supplier who could reproduce it reliably, not just once, for a sample.

Beauty vs. daily function

A jewelry box is opened every day. Hinges, drawer glides, and linings had to survive real use, not just the product photo.

Discovery and Research

Looking beyond the standard product category

To design a product that truly stood out, I needed to understand what already existed and where it failed. Rather than relying on a single research method, I combined behavioral observation, customer language, physical product analysis, and market comparison. I began by deconstructing, measuring, and analyzing every jewelry box and storage product I could physically get my hands on.

My research strategy moved across three distinct areas:

• Market Baselines: I started by analyzing retail environments adjacent to Crate & Barrel. These products served as a strong baseline because they are highly coveted as milestone gifts for special occasions.

• The Luxury Sector: I leaned into high-end markets, studying traditional Louis Vuitton trunks, antique pieces, and premium finishes to understand the anatomy of luxury craftsmanship.

• Lateral Inspiration: I looked completely outside the jewelry industry for organizational mechanics. I studied everything from fishing tackle boxes to garage storage systems, leaving no functional design concept off the table.

Human Insights Over Big Data

Recognizing that metrics alone couldn't reveal true user behavior, I conducted immersive field research. No department store employee, jewelry counter salesperson, or boutique owner was safe from my questions.

I began by examining how people actually stored, selected, and returned their jewelry.

• The research included:

  • Inspecting products in department stores

  • Studying top sellers on Amazon and Etsy

  • Analyzing customer reviews and recurring complaints

  • Observing jewelry routines through social media

  • Speaking with customers, retail employees, and local jewelers

  • Ordering and comparing competing products

  • Measuring samples with digital calipers

  • Studying furniture, cabinetry, tool storage, and other adjacent categorie
    

Product Strategy

Treating the jewelry box like a small interior

My background in furniture and interior consultation shaped the product strategy.

I approached the jewelry box as a miniature spatial system with hierarchy, movement, functional zones, and visual balance.

Frequently used items needed to be immediately accessible. Larger pieces required dedicated storage. Delicate jewelry needed protection from tangling and damage.

The layout was organized around three questions:

1. What belongs in this section?

2. How frequently will the user access it?

3. What problems could occur during use?
   

This led to:

• Ring and earring storage positioned near the top

• Wider drawer areas for bracelets and watches

• Necklace storage designed around reducing tangles

• Clear separation between jewelry types

• A calm and consistent interior experience

The goal was not to maximize the number of compartments.

It was to create a more intuitive sequence of use.

Design Direction

Quietly distinctive rather than trend-driven

The product needed a recognizable visual identity without becoming overly decorative or limited to one customer style.

A greige faux-shagreen exterior created texture and visual depth while remaining neutral enough to work across different interiors.

The material referenced vintage furniture and decorative objects but felt more distinctive than standard faux leather or crocodile textures.

The product’s identity was developed through subtle details:

• Faux-shagreen texture

• A custom satin-finished metal handle

• Slotted screws

• Controlled material direction

• Clean geometric transitions

• Refined edge treatments

• Balanced proportions

• Consistent interior surfaces

These decisions were intended to create perceived quality through restraint rather than excess.

The goal was for customers to sense that the product was carefully considered before consciously identifying why.

CAD and Technical Development

Translating intuition into a production-ready system

The concept had to be converted into dimensions, specifications, and files that manufacturers could execute.

I used Fusion 360 to develop:

• Three-dimensional models

• Internal layouts

• Component relationships

• Drawer dimensions

• Hardware placement

• Construction details

• Technical drawings

• Supplier-ready files

The CAD model allowed the product to be examined from both visual and manufacturing perspectives.

It helped identify:

• Clearance issues

• Proportional imbalances

• Hardware conflicts

• Construction limitations

• Areas requiring supplier clarification

Supplier Sourcing

Building a production network during disruption

Because international travel and factory access were restricted, suppliers had to be evaluated remotely.

I sourced and compared:

• Multiple case manufacturers

• Fabric and lining suppliers

• Metal fabricators

• Hardware manufacturers

Supplier assessment included:

• Capability interviews

• Video calls

• Factory imagery

• Material samples

• Comparative prototype orders

• Technical discussions

• Measurement-based review

• Responsiveness to feedback

Prototype development was intentionally distributed across several manufacturers.

This made it possible to compare construction quality, communication, materials, and production capability while reducing reliance on a single supplier.

The objective was not simply to locate a factory.

It was to build a more resilient network of production partners.

Packaging and Sustainability

Extending the product system beyond the object

Packaging was treated as part of the product experience rather than an afterthought.

The system needed to:

• Protect the product during shipping

• Reduce movement and component damage

• Support fulfillment operations

• Present the product appropriately

• Reduce unnecessary material use

I initiated a move away from traditional foam packaging toward molded pulp.

Development considerations included:

• Drop protection

• Humidity exposure

• Product movement

• Component security

• Material efficiency

• Unboxing experience

The molded-pulp approach was later expanded across four company brands, turning a product-level improvement into a broader organizational initiative.

Go-to-Market Direction

Communicating the value customers could not immediately see

The product’s commercial presentation needed to communicate the same qualities built into the physical design.

I helped define the framework for product photography and marketing imagery, emphasizing:

• Exterior texture

• Custom hardware

• Interior organization

• Product scale

• Jewelry use cases

• Personalization

• Giftability

• Material contrast

• Construction details

The goal was to make the product’s functional and emotional value clear before purchase.