From Chaos to Clarity: A Founder's Journal of Navigating the Pandemic's Challenges in Luxury Jewellery

When I founded Lark & Berry in 2018, I envisioned many challenges ahead—breaking into the traditional jewellery market with exclusively lab-grown diamonds, changing consumer perceptions about luxury, establishing sustainability as a cornerstone of fine jewellery. What I couldn't have anticipated was steering our young brand through a global pandemic just two years after our launch. The following journal entries offer a window into those tumultuous times—the fears, decisions, pivots, and unexpected triumphs that shaped Lark & Berry during COVID-19.

The Early Days: When Uncertainty Became Our New Normal

15 March 2020

The news grows more alarming by the hour. Italy's complete lockdown feels like a harbinger of what's to come for the UK. Our Marylebone boutique saw almost no foot traffic today—the usually bustling London streets eerily quiet. I've called an emergency team meeting for tomorrow to discuss contingency plans. My stomach is in knots. We've just invested heavily in new designs and expanding our production capacity. The timing couldn't be worse.

22 March 2020

It's official. Lockdown begins tomorrow. Our boutique will close indefinitely. I spent the weekend personally calling our highest-value clients to reassure them we'd still be available virtually. Some were understanding; others postponed significant purchase decisions. Alexander, our head of production, reports that our primary lab partner in Singapore is experiencing delays due to their own national restrictions. Our supply chain—which we've spent two years carefully cultivating—suddenly feels frighteningly fragile.

Supply Chain Nightmares: When "Just-in-Time" Becomes "Not-in-Time"

8 April 2020

The production delays I feared are materialising. Our Singapore lab's new equipment installation has been postponed indefinitely—the technicians can't travel internationally. This affects our planned summer collection, which featured larger carat stones than we've previously offered. Meanwhile, our Italian setting workshop is completely shuttered. I spent three hours on video calls with alternative workshops in the UK, but the artisanal quality we require isn't easily replaceable.

The irony isn't lost on me: we chose lab-grown diamonds partly for their reliable supply chain compared to mined stones, yet here we are, facing unprecedented disruption. However, I'm realising that our competitors who rely on globally dispersed mining operations are facing even greater challenges. Perhaps our more consolidated supply chain will become an advantage once the initial shock subsides.

27 April 2020

A breakthrough today! Our Singapore partners have implemented a skeleton crew operation that allows limited production to continue. Sometimes being a smaller, nimbler brand has its advantages—we can maintain the personal connections that lead to priority treatment even in crisis.

Remote Team Management: Building Strength Across Distance

10 May 2020

Six weeks into lockdown, and I'm learning that managing a luxury team remotely requires a complete rethink of our operations. Our sales associates, accustomed to showcasing jewellery's sparkle in person, are struggling with virtual consultations. Today I organised an emergency training with a theatrical lighting expert to teach them how to create the perfect setting at home for displaying our pieces over Zoom.

The design team is adapting faster—they were already comfortable with digital tools. They've created a virtual collaboration board where we can all comment on developing designs. Strangely, I'm seeing more experimental concepts emerging—perhaps the isolation is fostering creativity. 

2 June 2020

Team morale dipped this week. The initial adrenaline of crisis response has worn off, replaced by the grinding reality of prolonged uncertainty. I've instituted daily morning check-ins—not just for work updates but for genuine human connection. Today, our marketing director's cat interrupted her presentation, and the resulting laughter felt like the most authentic team moment we've had in weeks.

I'm learning that leadership in crisis isn't just about strategic decisions—it's about emotional honesty. I shared my own fears about our cash flow projections today, but also my unwavering belief in our mission. The team responded with a flood of ideas for connecting with clients in meaningful ways during this isolated time.

Customer Behaviour Shifts: The Unexpected Surge in Meaningful Purchases

17 July 2020

Something unexpected is happening. While overall sales volume is down, our average purchase value has increased significantly. Our bespoke consultation requests have doubled. Clients are spending more time on fewer, more meaningful purchases. James, our client services director, spoke with a customer today who said: "If I'm going to be staring at the same four walls for months, I want something beautiful that reminds me life still holds wonder."

3 August 2020

We've pivoted our marketing strategy completely. Instead of focusing on social events where one might wear our jewellery, we're emphasising heirloom quality and emotional significance. Our "Connected Through Time" campaign launched today, featuring clients wearing Lark & Berry pieces during virtual celebrations with distant loved ones.

The response has been overwhelming—a 300% increase in engagement. We're capturing a cultural moment: people craving connection and meaning amid isolation. Our sustainable ethos resonates differently now—less about environmental consciousness (though that remains important) and more about enduring value in uncertain times.

Cash Flow Pressures: The Midnight Calculations

22 September 2020

3:18 AM and I'm still awake, reviewing our financials for the fourth time today. Six months into the pandemic, and cash flow management has become my obsession. We've reduced inventory orders by 40%, focusing only on our most coveted pieces We've negotiated extended payment terms with suppliers—a difficult conversation with partners who are struggling themselves.

I've declined two investment opportunities that would have diluted our commitment to exclusively lab-grown stones. Short-term financial pressure doesn't justify compromising our core mission. This decision kept me awake last night, but I'm at peace with it today. If Lark & Berry survives—and I'm determined it will—it will be as the brand we set out to build.

14 October 2020

A financial turning point today. Our pivot to virtual private shopping experiences is gaining traction. We've created luxury "unboxing moments" that clients can share with friends on Zoom—complete with champagne delivery to all participants. The experience premium has increased our margins enough to offset the reduced volume.

More significantly, our lab partners have resumed full production capacity. Their focus on technology-driven processes allowed them to implement safety measures more effectively than traditional mining operations, which continue to struggle. For the first time, I'm seeing our sustainable supply chain as a resilience factor rather than just an ethical choice.

Unexpected Opportunities: Finding Growth in Crisis

30 November 2020

We've just signed our first major wholesale partnership—with a prestigious department store that previously showed little interest. Their buyer explained that supply issues with traditionally mined diamonds have forced them to explore alternatives. Our ability to deliver consistent quality and quantity has suddenly become our strongest selling point.

The pandemic has accelerated sustainability conversations across the luxury sector. When everyone is reevaluating what matters, our ethical foundation resonates more powerfully. I'm seeing competitors scrambling to add lab-grown options to their collections, while we've spent years perfecting our approach.

24 December 2020

Christmas Eve, and despite everything, we've delivered every promised bespoke piece in time for the holidays. Our workshop team deserves all the credit—they've shown extraordinary dedication while maintaining the highest craftsmanship standards under difficult conditions.

This morning, I received a photo from a client whose partner proposed with our bespoke emerald design. They had planned a grand proposal in Paris, then a backup plan in the Cotswolds, and finally ended up in their living room. "It was perfect," she wrote, "because the ring itself carried all the significance we needed." I shared this with our team as we closed for the holiday—a reminder that what we create matters, perhaps now more than ever.

Lessons in Resilience: What Crisis Taught Us About Sustainable Business

15 January 2021

Reflecting on the past ten months, I'm struck by how our sustainable foundation became our greatest strength during crisis. The pandemic didn't change our values—it clarified them. Our commitment to ethical production meant shorter, more transparent supply chains that proved more adaptable than traditional jewellery houses. Our focus on lasting quality aligned perfectly with customers' shift toward meaningful investments.

The business lessons have been profound:

• Agility matters more than perfect planning
• Digital excellence is non-negotiable for luxury brands
• Authentic values create resilience during uncertainty
• Transparent supply chains provide competitive advantage
• Customer relationships transcend transactional interactions

We begin 2021 with cautious optimism. Our team is stronger, our mission clearer, and our operations more efficient. 

Crisis forced us to become the company we aspired to be—faster and more decisively than comfort would have allowed. For that difficult gift, I am paradoxically grateful.

Frequently Asked Questions About Pandemic Business Challenges

How did COVID-19 affect the jewellery industry specifically?

The jewellery industry faced multiple pandemic challenges: physical retail closures, disrupted global supply chains (especially for mined diamonds), postponed weddings and celebrations, and shifting consumer priorities. Brands with strong digital presence, transparent supply chains, and emotional storytelling adapted most successfully.

What advantages did lab-grown diamond companies have during the pandemic?

Lab-grown diamond companies often benefited from more consolidated, technology-driven supply chains that could implement safety protocols efficiently. They typically had fewer dependencies on geographically dispersed operations compared to mined diamond companies, which rely on global networks of mines, trading centers, and cutting facilities across multiple countries.

How did luxury consumer behaviour change during COVID-19?

Luxury consumers shifted toward fewer, more meaningful purchases with lasting value. The emphasis moved from ostentatious display to personal significance, heirloom quality, and ethical sourcing. Virtual shopping experiences became essential, and storytelling around provenance and craftsmanship gained importance over immediate status signaling.

What were the most effective crisis management strategies for small luxury businesses?

Successful small luxury businesses prioritised cash flow management, digital excellence, transparent customer communication, and unwavering commitment to core values. Operational flexibility, rapid adaptation to virtual selling, and maintaining craft quality while finding production efficiencies proved essential. The most resilient brands also fostered genuine community connections rather than purely transactional relationships.