Lifestyle

Kristien Surya Jewelry: A New Standard in Affordable Luxury Jewelry

Published

2 years ago

December 19, 2024

Michelle Langton

Photo credit: Kristien Surya Jewelry

Byline: Sarah Kingston-Powell

Kristien Surya Jewelry combines cultural heritage with contemporary design from its Newport Beach headquarters. Launched in November 2023, the brand draws from Western, Indian, Chinese, and Islamic design elements. The signature pieces include the Hamsa hands collection with natural gemstones and the organically shaped Sunyata series, both crafted in sterling silver, solid 14K, and 18K gold.

“Each piece tells a story of cultural connection through carefully selected materials and meaningful symbolism,” says founder Kristien, who bootstrapped the company as its sole angel investor.

Social Impact Through Accessible Pricing

Despite its recent launch, the brand experienced significant early success, reflecting strong consumer interest. With global shipping and plans to expand its reach, Kristien Surya Jewelry is poised to attract an international audience that values culturally meaningful and socially responsible luxury.

While fine jewelry typically commands premium prices, Kristien Surya offers installment payment options and competitive pricing without compromising materials or craftsmanship.

A portion of sales supports the National Pediatric Cancer Association’s Sunshine Project, which develops non-toxic cancer treatments for children. Proceeds also help fund education and fair wage initiatives for women and children facing economic hardships.

Sustainability and Customization Focus

The brand’s ECO-LOVE Program incorporates lab-grown gems alongside natural stones, addressing growing consumer interest in sustainable luxury goods. Market research from McKinsey indicates that 73% of millennials are willing to spend more on sustainable brands.

“We select natural gemstones and crystals not just for aesthetics, but for their unique properties that promote emotional and spiritual well-being,” Sun explains. Customers can personalize their amulets by choosing specific gemstones, creating individual meaning for each piece.

Market Strategy and Growth

Currently serving North America through its e-commerce platform, Kristien Surya plans to expand to additional online marketplaces. “Our goal is more than about selling jewelry—we’re building a brand that celebrates diverse cultural heritage while making fine jewelry accessible to more people,” says Kristien. The company maintains a strong social media presence on Instagram and Facebook to engage with customers and showcase its cultural influences.

Kristien Surya Jewelry sets itself apart with its focus on cultural inspiration, sustainability, and social impact. Leveraging digital platforms like Instagram and Facebook, the brand aims to foster a vibrant online community. Special promotions, such as Blind Box Gifts for early followers, enhance its engagement strategy.

Design Philosophy and Production

Each collection draws inspiration from specific cultural elements: Western philosophical traditions, Indian spirituality, Chinese harmony concepts, and Islamic artistic patterns. The manufacturing process combines traditional craftsmanship with modern production techniques to maintain quality while achieving competitive pricing.

The Hamsa hands collection features double gemstone settings—an innovation within its price category. Production standards match luxury specifications: all pieces undergo multiple quality control checks and come with authentication certificates.

Future Developments

Kristien Surya plans to introduce new collections quarterly while maintaining its core design philosophy. The company’s near-term objectives include expanding its online presence and developing additional customization options for customers.

The brand recently began developing partnerships with retail locations in major U.S. cities, though specific details remain private. Current data suggests strong market potential for culturally-inspired fine jewelry at accessible price points, particularly among millennial and Gen Z consumers who prioritize meaning and value in their purchases.

Lifestyle

Why Toba Ogunremi Believes High-Performing Teams Start with Belonging, Not Pressure

Published

12 hours ago

July 23, 2026

Michelle Langton

Most teams don’t fall apart all at once. It happens slowly, missed conversations, quiet disengagement, people doing what’s required but nothing more.

Toba Ogunremi has spent years working inside care environments where that kind of shift is easy to miss until it starts affecting everything. Leading operations at Samorem Care in the UK, he has seen how systems can appear stable on the surface while teams underneath struggle to stay connected to their work.

One experience early in his career changed how he looks at leadership entirely.

He had taken over a team that wasn’t in crisis, but it wasn’t working well either. The people receiving care were safe, but they weren’t thriving. The same was true for the staff. There was no urgency, no energy, just routine.

The usual solution would have been to tighten control by setting new targets, increasing supervision, and creating performance plans. He didn’t do any of that.

“I started with conversations,” he says. “Real ones. Not rushed, not formal.”

One by one, he spoke to each team member. What came out wasn’t frustration with the job itself, but something quieter and harder to spot.

“They weren’t disengaged because they didn’t care,” he explains. “They were disengaged because they felt unseen.”

No one had asked what they thought. No one had taken the time to understand how they were coping. Over time, that absence had turned into distance. That moment stayed with him. It shaped how he leads today.

His approach is simple, but not always easy to apply: people perform better when they feel they belong.

He believes high performance usually comes when people feel like they genuinely belong and know that what they do actually matters.

In healthcare, where pressure is constant and expectations are high, this idea can sound secondary. The focus is often on outcomes, compliance, and efficiency. Toba doesn’t dismiss those things, but he questions what happens when they become the only focus.

Even when all the processes are in place, if the people delivering the care feel disconnected, it eventually reflects in the quality of the work.

At Samorem Care, this thinking shows up in small but consistent ways. Recruitment is not just about experience. It’s about how someone responds to people, how they handle pressure, and how they communicate. Once they are in, the focus shifts to keeping teams stable and supported, rather than constantly rotating staff or reacting only when something goes wrong. He also pays attention to how leaders show up day to day.

According to him, leadership is not just about giving direction; it’s about being present enough to understand what your team actually needs.

That presence matters more in care than in most industries. The work is demanding, often emotional, and not always recognised for what it takes. When teams feel stretched or overlooked, it affects how they interact with the people they support.

For Toba, resilience is less about constant pressure and more about creating a work environment where people can do their jobs well without burning out. In his view, strong teams are not just coping; they are supported enough to stay clear-headed and consistent in their work.

His background outside healthcare still shapes how he leads. Having worked in sales and communications, he understands how important it is to read people and build trust. In healthcare, though, the impact is far more direct, as decisions affect someone’s everyday life, not just an outcome on paper.

That shift makes leadership more personal. Teams need more than instructions; they need stability, clarity, and a sense that they are understood. What defines Toba Ogunremi’s approach is its simplicity. He focuses on being consistent, listening carefully, and addressing issues early rather than reacting late.

In the end, his belief is straightforward: teams perform better not because they are pushed harder, but because they feel valued and part of something that works.