By: Ayeshah Somani
R.T. Custer leads with a clarity that helps cut through noise, align teams, and drive movement, not just in the market but also in culture. As the founder of Vortic Watch Company and Colorado Watch Company, Custer is creating more than just timepieces. He is contributing to a shift toward American manufacturing with a mix of ambition, respect, and a long-term vision.
His approach to leadership is pragmatic and purpose-driven. Strategy is balanced with presence. Custer sets a long-term vision and actively works to ensure that it is built with intention, step by step, detail by detail. This combination of big-picture thinking grounded in hands-on execution is how the foundation of both brands has been established carefully and thoughtfully.
Three core values guide his actions: create American jobs, grow and elevate the brand, and safeguard both team and customer investments. These values are not simply talking points; they are operational principles that have helped Custer navigate pivots, pressures, and the meticulous process of scaling an industry that many had left behind.
Obstacles are met with stillness before strategy. Momentum is not forced; it is fostered through pause, analysis, and asking the right questions. Custer begins with, “How did we get here?” and “What are we solving for?” The answers to these questions shape action rather than impulsive reaction.
At the heart of both companies lies a workplace crafted with intention. Safety and security are prioritized. Salaried roles, solid benefits, and a focus on psychological safety empower every team member to experiment, explore, and take ownership. Beyond job titles, each employee receives a framework of “Ownerships, Expectations, and Tasks”—clear, actionable breakdowns of their role on a daily, weekly, and quarterly basis. This clarity is not just operational; it is catalytic. With certainty and confidence in place, creativity and innovation naturally follow.
Inside the walls of Colorado Watch Company, structure and culture are intertwined. Integrity and transparency are not just marketing terms; they are embedded in the production line, in every decision, and in every product that leaves the door. Continuous improvement is a constant focus. Investment is made in people, processes, and the kind of storytelling that forms genuine connections with customers.
Vision and storytelling are Custer’s natural strengths, particularly when it comes to marketing. However, he’s committed to growth in one specific area: delegation. The next phase of the company requires scale, and scale requires trust. This means letting go sooner rather than later. It means protecting the essence of Vortic while allowing Colorado Watch Company the space to grow into a significant national presence. It means choosing to expand, not just to refine.
Colorado Watch Company was designed as a proof of concept—a demonstration of what’s possible when design, legacy, and American labor come together at scale. While Vortic honors the past by reviving antique pocket watches and transforming them into one-of-a-kind wristwatches, Colorado Watch Company looks ahead. It’s intended to be the first “nice watch” for many people, a gateway into the world of heritage timekeeping without compromising craftsmanship.
Looking forward, Custer envisions Vortic Inc. acquiring and developing a portfolio of brands committed to domestic manufacturing. This is not a nostalgic idea. It’s a scalable, strategic model that is becoming increasingly relevant.
The ongoing focus on tariffs and shifting supply chains has sparked a national conversation about domestic production. Custer is leaning into this discussion by demonstrating rather than simply promoting. His approach is clear: “Document, don’t create.” The cameras are rolling, the machines are running, and the behind-the-scenes content is helping to build something larger than just product awareness. It’s about cultivating belief.
Convincing consumers to prioritize longevity and legacy over price and convenience remains one of the most complex challenges. However, Custer is not backing down from it. For him, “Made in USA” is more than a slogan—it’s a mission. Education, storytelling, and consistency are the tools he’s employing to shift this mindset at scale.
Innovation, for Custer, is rooted in responsibility. The work at Vortic and Colorado Watch Company addresses a deeper cultural need: to show what’s still possible to make here, rather than elsewhere. To rebuild an industry with care. To make every product a case study in craftsmanship.
Among Custer’s proudest moments is one that tested him over six years of litigation: defeating the Swatch Group in federal court in the “Hamilton v. Vortic” case. This win was symbolic—not only for small businesses and upcycling efforts but also for the larger fight to protect the American Dream.
This same sense of purpose is reflected in how both companies support veterans, skilled trades, and preservation efforts. The Veterans Watchmaker Initiative is a key partner, and Custer makes it clear: “They have already given a portion of their lives to us. It’s the least we can do.” Money, in his view, is a tool. Capitalism is a starting point. “When good people make good money, they can do great things.”
Advice for aspiring founders comes without frills: ask questions, ask for help, and say your dreams out loud. The right people will support you, and the wrong ones won’t—that’s your cue to move on. “You become the combination of the five people you spend the most time with. Make those people count.”
Custer credits his parents with shaping his belief system. His father instilled the idea that anything was possible. His mother encouraged him to feel deeply, to care without reservation, and to stay soft without apology. Empathy, he says, has occasionally gotten him into trouble, but it’s also brought him to where he is today—and he’s fine with that.
One quote, shared by mentor Lewis Howes, remains close to his heart: “Plant trees under whose shade you’ll never sit.” That’s the work: quiet, impact-driven, and built to endure.
In moments of quiet, when the machines stop, and meetings conclude, Custer finds clarity with his wife, Lindsay. She’s his grounding force and creative mirror, an entrepreneur herself and an unyielding believer in his vision. “She helps remind me that I can, in fact, do anything I put my mind to.”
And what Custer is focusing on now isn’t just the next watch or launch. It’s a reimagining of what American manufacturing can look like, feel like, and mean—for the people who build it and the people who wear it.
