Today, We Gave Equity to Every Single Member of Our Team

A Case for the Golden Rule in the Age of the Gig Economy

According to the prevailing wisdom, we’re doing it all wrong. Today we gave equity to every single member of our team — from the C-suite to the pack floor.

Silicon Valley’s on-demand goliaths — Uber, Blue Apron, Postmates, Instacart — have scaled at breakneck speeds on the backs of a flexible, temporary and/or often underpaid labor force. Their successes have hardened the belief that growth inevitably hinges on the erosion of good jobs. That the cost of employee security is at odds with business health. But what if that assumption is just wrong?

“If you want to succeed you should strike out on new paths, rather than travel the worn paths of accepted success.” — John D. Rockefeller

Here at Good Eggs, we’re rejecting this toxic premise and heading in the opposite direction from the rest of the pack. We’re doubling down on people, with the goal of adding hundreds of good jobs every year. And for each and every one, we’re paying well and sticking with something that’s worked pretty damn well for the past several thousand years: The Golden Rule.

It is not just that this is the right thing to do (it is) — or that it makes us feel good (it does). But, investing in your team also happens to be the foundation of building a great, enduring business. Because, the way you treat your own people matters. A lot. Potentially more than anything else.

We founded Good Eggs to reinvent our food system. For good. And that means the whole thing, from the field to the warehouse to the kitchen. We’re bringing absurdly fresh food straight to our customers doors each and every day. We’re also delivering more money into the pockets of family farmers, helping local producers scale, and insisting on transparency and respect across the board, in an industry rife with labor issues. And after taking care of our customers’ and our amazing producer partners, we’re investing in our own team. That means we’re committed to creating good jobs: offering fair compensation, opportunities for career growth, and as of today, equity to each and every member of the Good Eggs family.

We treat each other the way that we want to be treated. And when you think about it, it’s crazy to settle for anything less.

What do we mean by good jobs?

  • 75% of our 100+ operations team are full-time employees, the rest are part-time — we don’t believe in 1099 contract labor.
  • These are good, real, stable jobs — paying 20–50% higher than the industry average.
  • Generous benefits for all — health care, paid leave, vacation — everything we’d expect, for everyone.
  • Clear opportunities for growth — all 5 of our supervisors were promoted from within.
  • Equity in Good Eggs — whether you’re exempt or hourly, everybody gets a piece of the pie. Fewer than 2% of US companies do this for hourly staff.
  • A workplace where we all feel safe, heard, and included.

We know each other, we care about each other, and we sit down and eat together every day.

Now, let’s address the elephant in the room. Yes, this is more expensive. And we recognize that paying for labor runs against the very grain of what disruption in many industries looks like. But here’s the thing: when we pay more, we get more — and that means we can all expect more. Our colleagues at Instacart, Munchery, Blue Apron or Postmates can speak to the other side of this: How expensive is an incomplete order or a nonsensical substitute for an out-of-stock item? How expensive is your churn rate? How expensive are bad reviews, class action lawsuits, or toxic press? When we invest in people, they invest in us. And because of this, we have a team that our customers can rely on. They can expect their produce to arrive fresh, and their groceries to be packed thoughtfully, with avocados that aren’t smashed and ice cream that’s still cold. Our customers trust us to feed their families, and our devoted team of pickers, packers and drivers ensure that we come through — each and every day.

The results are rolling in — and while we’re not entirely surprised — we’re positively thrilled.

We’re running our business more profitably than our competitors do, without marking up prices, adding delivery fees or surcharges, or filling our website with obnoxious ads. We’re just running a tight ship, laser-focused on what matters: happy customers and loyal employees.

We’ve got big plans for the coming years, but one thing is non-negotiable: While other companies aim for profitability by removing people from the equation, we’re putting them at the center. Because they’re the key to disrupting an out-of-touch food industry. They’re the key to directly connecting farmers and food makers to customers. They’re the key to reinventing our food system. For good.