In the mid-2000s, while studying at Georgetown University, Jonathan Neman and his friends envisioned launching a fast-food restaurant that was both healthy and trendy.
Inspired by the impact of the documentary "Super Size Me," they aimed to redefine fast food by rejecting the unhealthy standards of the previous generation, Neman explained.
Alongside business partners Nicolas Jammet and Nathaniel Ru, they opened the first Sweetgreen location in 2007 near Georgetown’s campus in Washington, D.C. Choosing to maintain full control rather than franchising, the brand grew into a popular lifestyle choice among millennials, sponsoring annual music festivals and eventually going public in late 2021.
Today, Sweetgreen operates over 250 outlets across the United States, known for its highly customizable salads and the swift accumulation of costs from numerous toppings and dressings. Some meals can exceed $16 in price. The company is also rolling out its Infinite Kitchen concept, featuring robotic systems that assemble salads faster than human employees.
Recently, Sweetgreen introduced air-fried fries cooked in avocado oil, providing customers a guilt-free addition to their salads. Much of the chain’s produce is locally sourced, including California avocados, which helps mitigate tariff impacts, according to company executives.
Neman noted that beyond office workers, Sweetgreen’s appeal has expanded to teenagers, who he says are now “obsessed” with the brand’s salads—a trend that aligns with the company’s vision of making healthy eating desirable.
Meanwhile, political discussions around food quality continue in Washington. Health Secretary Robert F. Kennedy Jr. has emerged as a prominent advocate of the "Make America Healthy Again" movement, recently labeling sugar as harmful and campaigning to ban artificial food dyes.
Neman acknowledged some shared goals with this movement, recalling Sweetgreen’s collaboration with former First Lady Michelle Obama’s "Let’s Move" initiative. However, he emphasized the importance of focusing on the company’s priorities, such as eliminating seed oils, while avoiding the divisive political landscape.
“We say we’re not red or blue, but green,” Neman remarked.
When asked about the company’s stance on the "Make America Healthy Again" movement and related initiatives, Neman recounted how, in 2016, Sweetgreen playfully adopted the slogan during a festival by producing "Make America Healthy Again" hats.
He expressed support for efforts aiming to improve transparency in the food system and criticized artificial dyes found in many products. Sweetgreen has intentionally avoided selling soda despite potential profits, choosing instead to uphold its health-focused brand identity.
Regarding direct engagement with government, Neman stated that while Sweetgreen hasn’t been actively involved with the White House, the company remains open to contributing where possible.
On the topic of food safety, Neman voiced cautious concern, highlighting the need for strong safeguards and warning against rushing regulatory changes that could have unintended consequences. He advocated for greater transparency, reduction of artificial additives, and eliminating conflicts of interest among food regulators.
Addressing the role of automation, Neman revealed that Sweetgreen’s Infinite Kitchen technology improves store-level profit margins by approximately seven percentage points, boosting the overall margin from around 20 percent to nearly 27 percent.
He indicated that while automation helps offset rising labor costs and enhances value, any potential price reductions for customers remain carefully balanced to maintain quality and accessibility.
Regarding salad pricing, Neman noted that costs vary depending on ingredients, but emphasized that consumers also pay for the health benefits, environmental impact, handcrafted preparation, and fair wages for farmers and staff.
Reflecting on his personal background, Neman shared that his Iranian Jewish parents immigrated to the United States in 1979 amid the revolution, shaping his awareness of life’s fragility. He is the eldest of four brothers and maintains strong ties to his Jewish faith and extended family.
Growing up in a community of entrepreneurs in Los Angeles, he was inspired by his father and uncles who ran a textile business, and from an early age, he aspired to pursue a career in business.
During Sweetgreen’s early days, Neman briefly considered a career in consulting after being accepted to Bain & Company. However, encouraged by his partners and a mentor at Bain, he chose to continue building his startup, recalling the advice, “You can’t fall from the floor.”
In a rapid-fire segment, Neman revealed his favorite secret menu hack involves mixing dressings—such as combining spicy cashew with green goddess—for a unique flavor experience.
He also shared his personal use of artificial intelligence, noting a recent non-work related experiment where he used AI to predict what his young children might look like as adults.
When asked about CEO role models, Neman cited Howard Schultz for his transformative work at Starbucks.
He described working on planes as valuable quiet time for focusing on tasks that are difficult to tackle during a busy schedule.
Neman signs off his emails simply as “JN,” or with the word “Onward” when sending more motivational messages.
