How Did Nathaniel Ru Turn Sweetgreen Into The Next Big Thing?

If you haven’t been paying attention to the intricacies of the fast food industry, we don’t blame you. However, with the rise of Sweetgreen, it may be hard to ignore. Sweetgreen is what we would comfortably call a high-end, salad-only fast-food chain that caters to diners who want something healthy, something convenient, and something as close to all natural as you are going to get.

The company was founded by a trio of Georgetown University graduates and it has been steered into prosperity largely by the work of co-founder Nathaniel Ru. Ru and his co-founders, Nicolas Jammet and Jonathan Neman, have been pushing the idea of what it means to be a fast-food chain and this is how they are making it happen. Read more: Nathaniel Ru Blazes a Trail in The Height Food Industry | Affiliate Dork and Sweetgreen Founder Interview – Nathaniel Ru | Business Insider

To start off with, Nathaniel Ru is not like other conventional CEOs. He doesn’t aspire to be the next huge chain, sprawling from city to city around the world. Instead, Sweetgreen’s goal is simple. Ru says, “We want to feed more people better food.” Ru and his friends decided on creating Sweetgreen while putting their heads together during their entrepreneurship class at Georgetown University.

They wanted to craft a business that offered healthy eating at an affordable price with more than a touch of hospitality to their customers and those in the community that they were catering to. The Sweetgreen Experience, as it has come to be known, is the hallmark of what makes Nathaniel Ru’s company so incredibly successful.

Nathaniel Ru knows that his company was fortunate to get up and off the ground at such a lightning quick pace. Sweetgreen stumbled into investors and found the perfect spot for their first location, down on M Street in Washington D.C. When the company saw success even during when school wasn’t in session, they knew that there was a real opportunity here.

Ru knows not to take his success for advantage and that is why he and his company have refused to tighten their circle into a corporate husk. Ru says, “We don’t believe in big corporate headquarters. We wanted to decentralize our headcount.”

Instead, Sweetgreen sends their top employees out for face time at all of the locations in the company at least four or five times per year.

Their goal is to stay attached to the makeup of their company and keep the Sweetgreen experience a thing of value. What is up next for Sweetgreen is anyone’s guess, but the future is looking bright AND healthy.

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