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Sweetgreen’s CEO on Robots, RFK Jr. and Why Salads Are So Expensive

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Sweetgreen’s CEO on Robots, RFK Jr. and Why Salads Are So Expensive

When Jonathan Neman was a student at Georgetown in the mid-2000s, he and some friends wanted to start a restaurant. A fast-food restaurant, but it would be healthy. And cool.

The documentary “Super Size Me” had made waves, and “we were going to be rejecting the fast food of the previous generation,” Mr. Neman said.

He and his business partners, Nicolas Jammet and Nathaniel Ru, opened the first Sweetgreen in 2007, on the edge of campus on M Street in Washington. As they expanded, they decided against franchising the brand, keeping control of every new location. Soon it became a buzzy millennial lifestyle brand. It sponsored an annual music festival. It went public in late 2021.

Sweetgreen now has more than 250 restaurants across the United States. The chain is known for its endlessly customizable salads — and for how quickly the cost of all those extra toppings and dressings can add up. (A recent lunch there cost me $16.28.)

The company also runs a growing number of locations that include what it calls the Infinite Kitchen, with salad-slinging robots that assemble bowls faster than human workers.

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With great fanfare, Sweetgreen recently put fries on its menu — air-fried in avocado oil, to make customers feel better about adding a side of carbs to a salad. Much of its food is sourced locally, including avocados from California, which will limit the hit the company takes on tariffs, executives have told investors.

And Sweetgreen doesn’t cater just to office workers eating salads at their desks. Mr. Neman, 40, said he had heard that teenagers were “obsessed” with the salads, which wasn’t the case when Sweetgreen started. “The fact that they think that eating healthy is cool is something that we envisioned,” he said at his office in Los Angeles, where the company is now based.

Back in Washington, the Trump administration is also thinking about what goes into food. Health Secretary Robert F. Kennedy Jr., the standard-bearer of the “Make America Healthy Again” movement, recently declared that “sugar is poison” and pushed to ban artificial dyes in foods.

Some of those aims resonate with Mr. Neman, whose company worked with the former first lady Michelle Obama’s “Let’s Move” campaign. But he — like many other company leaders — is trying to talk about the company’s priorities (like eliminating seed oils) without being pulled into the polarized politics of the moment.

“We say we’re not red or blue, but we’re green,” he said.

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This interview was condensed and edited for clarity.

Sweetgreen is all about healthy ingredients. Now, there is the “Make America Healthy Again” movement and R.F.K. Jr. pushing to ban artificial dyes in food. What are your thoughts on that?

As it relates to “Make America Healthy,” funny story: In 2016, during a festival, we had a campaign that was a joke, a play on “Make America Great Again.” We made “Make America Healthy Again” hats.

Wow.

We are on the team of anyone who wants to help make America healthier. Back in the days of the Obama administration, we partnered very closely with Michelle Obama.

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With R.F.K. Jr., I’ll speak to the parts related to our world. I think bringing more transparency to our food system is great. I think some of those dyes are bad. Sweetgreen has never sold soda very intentionally. We’d make a lot more money if we did. A lot of people wish we did. We never have and I don’t think ever will.

We don’t like to get involved in the rest of it. So we’re not trying to insert ourselves politically, either me personally or as a brand.

Have you communicated with the White House about healthy foods?

We haven’t been directly involved at this point. But if there’s a place for us to help, we’re totally up for it.

There have been cuts at the Food and Drug Administration, which oversees food safety. Do you have any concerns around food safety in the U.S. right now?

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I think some of the things I’ve seen could be a little bit alarming. Others seem great.

What are the things that concern you?

I’d want to be careful to have certain guardrails around food safety, for example. And to be careful that there are not any adverse impacts to moving too fast. But overall, I think more transparency around the food system, promoting more real food, getting rid of these artificial chemicals that are allowed in our food and removing any conflicts of interest in people that are regulating our food are all good things.

Let’s talk about the robots. Will they help with profitability?

Absolutely. So what we’ve seen is at the store level, the Infinite Kitchen adds at least seven points of margin. So if you look at our store, right now we’re about a 20 percent margin business. An Infinite Kitchen store should be at least seven points better.

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So as more robots make more salads, can people expect prices to come down?

We are very conscious of making sure that Sweetgreen can be something for everyone. I think automation does give us a hedge as labor costs continue to go up, to be able to drive more value and offer that to our customer.

How much is too much to pay for a salad?

It really depends what you put in it. When you think about the cost of something, you have to sometimes think about the total cost. There’s the cost to you, but when you eat certain things, what’s the cost to your health? What’s the cost to the environment? People are paying not only for the quality of the taste in the food, but the fact that it’s made by hand, the fact that we pay our farmers and our team members fairly.

What’s your back story? Tell me about your parents and growing up in Los Angeles.

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My parents immigrated here in 1979. They were Iranian Jews who came during the revolution. And that was a big part of my story growing up because I think about how fragile your life and reality can be.

I’m the oldest of four boys. Being Jewish is a big part of my identity. I’ve always been very connected to Israel and my Jewish faith and big family.

My dad has four siblings. They each have four kids, so 20 cousins. Shabbat every Friday. A lot of us Persian Jews came to Los Angeles during that time.

Entrepreneurship is really a part of the culture. Growing up, I knew very few people who worked for big companies. Everybody was a small-business owner in some way. My dad and his brothers worked together. They started a textile business.

I always knew I wanted to be in business. From a very early age my dad would take me to work with him. One of my earliest memories was that I’d want to put on a suit — because he put on a suit — and go to his factory and walk around.

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You had this great network of entrepreneurs during the start-up process. Were you calling your dad?

I had a lot of mentors in the community, including my dad. Always was and still is. I always give my dad a lot of credit because I don’t think he expected me to go to Georgetown and then to, like, start a little salad shack.

What was it like to be an entrepreneur in Washington at that time?

Entrepreneurship has become a lot sexier over the past 20 years. At the time, especially at Georgetown, that wasn’t the culture. The cool thing was going to get a job in government or consulting or banking.

I got accepted to what I thought was my dream job, at Bain & Company, the consulting firm.

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I would have had to leave D.C. The restaurant was up and running. I spoke to my partners, like what should I do? Should I stay? Should I go? They’re like, “It’s one restaurant now. Why don’t you go and get these skills and then see what happens?” I went and realized consulting wasn’t really for me, especially after being an entrepreneur.

Finally, it was actually a conversation with someone at Bain. I always remember this conversation because he’s like: “Listen, you have two big opportunities to take huge risks in your life. One is now. The other is after your kids are out of school. You don’t have anything to worry about right now.”

I remembered this phrase: “You can’t fall from the floor.”

Time for the lightning round. Do you have any secret Sweetgreen menu tips?

The big unlock to the secret menu is the mixing of dressings. Putting two together, like spicy cashew with a green goddess. You have this whole different experience.

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Do you use A.I.? If so, what was the last question you asked a bot?

I do use A.I. a lot. The last thing I did was not a work thing. It was personal. I have two kids, a 2-year-old and a 4-year-old. I put a picture of them in and asked what they’re going to look like when they grow up. It has blown my mind because I can’t unsee it now.

What other C.E.O. do you admire?

I’d always looked up to Howard Schultz. I think what he did at Starbucks was amazing.

Do you work on a plane, or do you zone out?

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I work a lot on the plane. It’s this amazing quiet time where I can do a lot of the work that I can’t do day to day.

How do you sign off your emails?

Usually just “JN.” If it’s a more inspirational message, I’ll write, “Onward.”

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Landmark downtown apartment tower faces foreclosure

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Landmark downtown apartment tower faces foreclosure

A landmarked downtown Los Angeles apartment building designed by famed Los Angeles architect John Parkinson is on the market as its owners face foreclosure.

Residences in the Metropolitan, a 10-story tower built in 1913, are nearly filled with tenants but its ground floor retail spaces on Broadway and 5th Street are unoccupied, as are other street-level stores in downtown’s Historic Core.

The historic building was once considered one of the best in the city and is owned by the Fallas family, which operated a chain of value-priced clothing stores based in Gardena including one called Fallas Paredes in the Metropolitan.

Fallas-Paredes at 449 S. Broadway, Los Angeles, CA 90013.

(Google Maps)

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Around 2011, Michael Fallas, who once worked in family’s downtown store as a stock boy, converted the upstairs floors from offices to apartments while continuing to operate Fallas Paredes. The store closed more than five years ago in the wake of a 2018 filing by its parent company for Chapter 11 bankruptcy protection.

Earlier this month in state Superior Court, a special servicer representing Fallas’ lender asked for a judicial foreclosure of the property, alleging that Fallas had stopped making payments on a $32 million loan dating to 2017. After leasing the property for years, Fallas bought the building in the 1990s.

Fallas didn’t respond to requests for comment.

The location of the Metropolitan where the buildings stands was hailed in a Times story in 1912, saying “it is regarded by many realty men as the most valuable piece of real estate in Los Angeles.”

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The building today is recognized as a city historic-cultural monument because “Broadway became the commercial center of the Southland, a title it retained until well after World War II,” with its development, the city said. One of the architects who designed the Metropolitan in the Beaux-Arts style was John Parkinson, who is credited with designing such well-known local structures as City Hall, the Los Angeles Memorial Coliseum and Union Station.

Notable tenants in the Metropolitan have included the Los Angeles Public Library, Owl Drug Co., variety store J.J. Newberry and real estate company Janns Investment Co., which sold the land where UCLA is built and developed Westwood Village, among other Los Angeles neighborhoods.

In recent years, the buildings around the Metropolitan have struggled to keep retail tenants after a spurt of residential conversions of historic buildings starting in the early 2000s brought commerce to the neighborhood. Many downtown businesses have struggled since the pandemic reduced occupancy in offices downtown and reduced the flow of visitors.

“The lack of bodies on the street is generally hurting downtown, and that’s one of the reasons that has building has problems,” said downtown real estate broker Hal Bastian, who lives in the Historic Core.

There are close to 1,000 residential units in historic buildings at the intersection of Broadway and 5th Street, Bastian said, but all the ground floor stores are closed. Drug stores there suffered substantial losses from shoplifting he said, and now, “our challenge on Broadway is leasing.”

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The 88 apartments in the Metropolitan are 91% rented, according to a listing for the property by the Zacuto Group, which also touts its roof deck with pool, fitness center and barbecue grills. No sale price is set.

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January 2025 wildfire victims seek tougher penalties against State Farm over claims handling

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January 2025 wildfire victims seek tougher penalties against State Farm over claims handling

A fire survivors’ group announced Thursday it was seeking tougher penalties against State Farm over its handling of January 2025 wildfire claims.

The Every Fire Survivor’s Network said it was petitioning to join a state enforcement action announced this year against the company to make sure the case results in meaningful changes at California’s largest home insurer.

“We’re seeking a systematic review of all their claims and penalties calibrated to the actual scale of the harm — and we’re seeking the payouts that families are owed,” said Joy Chen, executive director of the group, at a Pacific Palisades news conference joined by victims of the fires.

The Department of Insurance in May filed an administrative action against State Farm General — the subsidiary of the giant Bloomington, Ill., insurer that handles California home insurance — after completing a “market conduct” exam.

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The Jan. 7, 2025, fire damaged or destroyed more than 18,000 structures and killed 31 people.

State Farm has received more January 2025 claims than any other insurer — more than 13,700 auto and homeowners claims as of May 4, with payouts totaling $5.7 billion, according to the company.

The market conduct exam looked at 220 sample claims filed by the victims and found 398 violations of state law in about half of them.

Among other alleged violations, it found that the company failed in numerous cases to pursue a “thorough, fair and objective investigation” into claims, failed to come to “prompt, fair, and equitable settlements” and made settlement offers that were “unreasonably low.”

In announcing the action, Insurance Commissioner Ricardo Lara called the company’s claims handling “unacceptable” and said his department was taking “decisive action to hold them accountable.”

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The state is seeking a “cease and desist” order to stop the insurer from engaging in unfair or deceptive practices.

It also has threatened to suspend State Farm’s license over the alleged violations, which each carry a penalty of up to $5,000 — or twice that figure if found to be willful. That could amount to a penalty of $2 million or more.

The threat to actually suspend State Farm’s license and its authority to write policies has been viewed skeptically by some, given its roughly 20% market share of the state’s home insurance market.

The company, which had an opportunity to include its responses in the exam report, denied fault in some cases and admitted fault in others. It often blamed problems on individual adjusters and denied systemic issues with its claims handling.

The petition filed by the wildfire survivor’s group criticizes the sample size of the market conduct exam as too small to capture all the alleged deficiencies in State Farm’s claims handling, which it claims are a “general business practice” of the company.

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The group is seeking to conduct discovery, cross examine witnesses, present testimony from fire victims and bring more that 1,600 firsthand policyholder statements regarding State Farm’s practices into evidence, according to the petition.

It also wants State Farm to reopen cases in which claimants were paid too little, and it is seeking to participate in settlement discussions in order to increase any penalty State Farm would pay.

It calculated that a $2-million penalty would amount to a minute fraction of the assets of the State Farm Group.

“I submit to you that doesn’t defer bad conduct, it just allows you to continue to do it,” said Michelle Meyers, an attorney for Every Fire Survivor’s Network, at the news conference.

Consumer Watchdog, which has been a harsh critic of State Farm, also is providing legal support for victims’ effort.

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Sevag Sarkissian, a spokesperson for State Farm, said the company was aware of the petition.

“We recognize that many wildfire survivors, including those that are State Farm General policyholders, continue to face difficult recovery challenges,” he said. “Our focus remains on helping customers recover.”

Michael Soller, a spokesperson for Lara, said the department is “acting with urgency to assist wildfire survivors in their ongoing recovery by investigating formal complaints filed by survivors and conducting the expedited market conduct exam that led to this enforcement action.”

He added that the department’s position is the state’s Administrative Procedure Act does not contemplate the commissioner or department staff authorizing intervention requests in the case.

He said that would be a hearing officer’s or administrative law judge’s decision when one is assigned to the case.

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Meyers acknowledged the request was novel but said her reading of the law is that Lara can make the decision because no judge is yet assigned.

In response to the criticism, State Farm pledged earlier this year to improve its claims handling, including by providing single points of contact and improved communication so there are “fewer handoffs, fewer repeated explanations, and seamless support.”

It also named a new vice president of customer relations for State Farm General.

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Uber, California lawyers say deal reached to avert dueling ballot initiative showdown

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Uber, California lawyers say deal reached to avert dueling ballot initiative showdown

The state’s trial attorneys and Uber say they have reached a last-minute deal to scrap their dueling ballot measures and avert what was gearing up to be one of most expensive battles of the November election.

The deal, which comes a day after both measures qualified for the November ballot, has Uber agreeing to bulk up safety measures, while the trial attorneys will limit how much they can claim for lien-based medical treatment of victims who get in Uber or Lyft accidents, according to spokespeople for both sides of the campaign.

“Both sides agree: Californians deserve a system that’s safe, fair, and accountable,” read a joint statement from Uber and the Consumer Attorneys of California, a powerful attorney trade group. “This agreement protects patients from unnecessary treatment or getting overcharged, ensures access to medical care and legal representation, and strengthens safety measures.”

The agreement, finalized Thursday, means the ride-share giant will kill its ballot measure to cap how much attorneys can earn in vehicle collision cases and limit medical damages to rates based on insurance. Uber has argued that the costs for medical treatment done on a lien, which allows doctors to get paid from a cut of the plaintiff’s payout, far exceed what it would cost if the victim had used their own insurance.

In return, the Consumer Attorneys of California will cancel its competing ballot measure that sought to increase legal liability for ride-share companies if a passenger is sexually assaulted by a driver. The measure followed an investigation by the New York Times into sexual assault by drivers.

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Both sides had poured tens of millions into the campaigns, plastering billboards across Los Angeles.

Lawyers claimed the fight had turned existential with the measure threatening to decimate the profit margin of many personal injury cases and leave drivers with small or thorny cases unable to find an attorney willing to take their case.

Spokespeople say the deal is predicated on their agreement being codified into a bill within the next week. Otherwise, they said, each side will move forward with its ballot measure.

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