The Love Button
Somewhere inside every Cava restaurant, there is a button on the point-of-sale system that no corporate manual fully explains. When a cashier presses it, the customer's meal becomes free. No coupon required, no manager override, no loyalty-point redemption. Just a human being deciding, in the moment, that this particular person—the one who looks like they're having a bad day, or the regular who always tips, or the stranger who simply caught the cashier's eye—gets their bowl of harissa honey chicken and pickled onions on the house. The company calls it the "love button." It does not appear in the S-1 filing that CAVA Group, Inc. submitted to the Securities and Exchange Commission on May 19, 2023. It does not appear in any quarterly earnings release. It is, in the grammar of corporate finance, an unquantified operating expense—a deliberate margin leak embedded in the system by design, not accident.
And yet the love button may explain Cava's trajectory more precisely than any financial metric. Here is a fast-casual restaurant chain that went public at $22 per share in June 2023, nearly doubled on its first day of trading, crossed $1 billion in trailing twelve-month revenue by early 2025, and at its peak commanded a stock price above $128—a gain of more than 300% in roughly a year. A chain with 415 locations as of October 2025, up from 309 at the end of 2023, expanding into 28 states from its original foothold in the Maryland suburbs of Washington, D.C. A chain whose same-restaurant traffic grew 12.9% in a single quarter—Q3 2024—at a time when McDonald's was watching customers flee an $18 Big Mac meal. A chain that, in an industry defined by ruthless cost management and razor-thin margins, chose to install a button that gives food away for free.
The tension embedded in that choice—between generosity and discipline, between culture and economics, between the handmade and the scalable—is the tension that defines Cava. It is also the tension that will determine whether the company becomes the next Chipotle or the next overvalued restaurant IPO that Wall Street loved and then abandoned.
By the Numbers
The Cava Machine
$1B+Trailing twelve-month revenue (as of Q1 2025)
415Restaurants as of October 2025
28U.S. states with Cava locations
$22IPO price per share (June 2023)
~300%Peak stock appreciation since IPO
15Consecutive quarters of revenue growth (through Q3 2024)
37%Digital sales as % of revenue (Q2 2025)
~15%Cumulative menu price increase since end of 2019
Three Sons of Immigrants and a Dip
The origin story is deceptively simple. Three childhood friends—Ted Xenohristos, Ike Grigoropoulos, and Chef Dimitri Moshovitis—all sons of Greek immigrants, opened a full-service restaurant called Cava Mezze in Rockville, Maryland, in 2006. The food was Mediterranean in the expansive, unapologetic sense: hummus and harissa, tzatziki and roasted lamb, grains and bright vegetables and the kind of bold flavor profiles that American diners were only beginning to encounter outside ethnic enclaves. Within two years, they were selling their dips and spreads in local grocery stores—a consumer packaged goods sideline that hinted at the founders' instinct for meeting customers wherever they happened to be, not just where the restaurant was.
Xenohristos, a first-generation Greek American, brought the culinary DNA and cultural conviction that Mediterranean food was not a niche but an emerging mainstream category. Moshovitis, the chef, possessed the palate to translate a grandmother's kitchen into a repeatable, scalable menu. And Grigoropoulos contributed the operational sensibility—the understanding that passion without process produces a single beloved restaurant, not a system. They were building something rooted in identity, in the specific flavors of their families' kitchens, but they were never sentimental about the business model. The question was always: how do you take this thing that tastes like home and make it work at industrial scale?
The answer would take a decade, a pivot, a risky acquisition, and a partner with a very different kind of background.
The Equity Trader Who Tasted Something
Brett Schulman was not looking for a restaurant. He was a career finance guy—equity trading at Alex Brown in Baltimore, the kind of work that was intellectually stimulating and spiritually empty in the particular way that financial services can be. When Alex Brown was acquired by Bankers
Trust, which was then absorbed by Deutsche Bank, and the new owners announced that everyone was moving to New York, Schulman felt the first tremor of the restlessness that would reshape his professional life. He was living in Baltimore. He had roots in the D.C. suburbs—his father had moved the family from outside Philadelphia to Bethesda, Maryland, to invest in a car dealership, when Schulman was about to start high school. The displacement had taught him something about building a world from scratch: walking into a school where you know no one, figuring out the social architecture by feel rather than inheritance.
He left finance. Took a brief detour through consumer packaged goods. And then, through the network of mutual connections that forms the real infrastructure of the D.C. business community, he met Xenohristos, Grigoropoulos, and Moshovitis. By then, the Cava Mezze concept had proved itself in the sit-down format. But Schulman—the outsider, the finance mind, the one who had watched capital markets reward scale and punish artisanal stasis—saw something the founders hadn't fully articulated. He saw fast casual.
I walked into high school not knowing anyone. I had to figure out how to build new friendships and establish a new world for myself. That experience shaped everything.
The concept that would become Cava's fast-casual business began in 2010 and opened its first restaurant in Bethesda, Maryland, in 2011. The format was assembly-line Mediterranean—build-your-own bowls, pitas, and salads, with a line of customizable proteins, toppings, dressings, and sides. It was, architecturally, the Chipotle model translated into a different culinary vocabulary. But the culinary vocabulary mattered enormously. Where Chipotle offered burritos and bowls in a Mexican idiom, Cava offered the same customization framework through a Mediterranean lens: hummus instead of guacamole, harissa instead of hot salsa, falafel instead of carnitas, grains instead of rice. The flavors were bolder, stranger, more adventurous—and, crucially, they mapped onto a health-and-wellness narrative that was just beginning to reshape American dining habits.
Schulman became co-founder and eventually CEO, the business architect to the founders' culinary vision. His job was to build the machine.
The Category Bet
The fast-casual revolution was already underway by 2011, but it was still a revolution with a limited vocabulary. Chipotle, founded in 1993, had proved the model—higher-quality ingredients, visible food preparation, a price point between drive-thru and table service, a format that rewarded speed and volume. Panera Bread, under Ron Shaich, had pioneered the category even earlier, demonstrating that consumers would pay a premium for perceived quality in a quick-service environment. But the landscape was still dominated by two cuisines: Mexican and American comfort food. Mediterranean, as a fast-casual category, essentially did not exist at national scale.
Figure out what your customers truly want, create a differentiated offering, execute with excellence, and find the right opportunities to grow.
Cava's bet was that Mediterranean cuisine would become the next major fast-casual category—not a subcategory, not a regional curiosity, but a pillar of American dining on par with Mexican and Asian. The thesis rested on several converging trends. The Mediterranean diet had been gaining scientific and cultural credibility for years, eventually being ranked the top diet by U.S. News & World Report for eight consecutive years. American palates were diversifying: millennials and Gen Z consumers showed a higher tolerance for—and active interest in—bold, unfamiliar flavors like harissa, za'atar, and tahini. And the health-and-wellness movement, which had started as a niche concern of coastal elites, was becoming mainstream, creating demand for food that was perceived as both nutritious and flavorful.
This was not an obvious bet in 2011. Mediterranean ingredients were harder to source at scale than Mexican staples. The flavor profiles were less familiar to most American consumers. And the category had no Chipotle-scale proof of concept to point to—no public-market success story that would make investors comfortable. Cava was building the category and the company simultaneously.
Ron Shaich, the man who had essentially invented fast casual at Panera, would eventually become Cava's chairman—a detail that, in the narrative of fast-casual dining, carries the weight of apostolic succession. His book
Know What Matters is essentially a manual for the strategic thinking that underpins category creation. Shaich didn't just invest in Cava; he invested in the idea that the fast-casual playbook could be rewritten for a new cuisine, a new generation, and a new set of consumer values. As of mid-2024, he still held roughly $600 million worth of Cava stock. That is not a casual endorsement.
Consuming the Competitor
The move that transformed Cava from a promising regional chain into a national contender was not a new menu item or a branding campaign. It was an acquisition—and one that, at the time, looked somewhere between bold and reckless.
In 2018, Cava Group acquired Zoës Kitchen, a publicly traded Mediterranean fast-casual competitor with approximately 260 locations across the southern and eastern United States. The deal was audacious on several levels. Zoës Kitchen was significantly larger than Cava. It was publicly traded. And it was struggling—the brand had lost its momentum, the food quality had eroded, and the company was underperforming financially. Cava, a private company with a fraction of the locations, was swallowing a public competitor several times its size.
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The Zoës Kitchen Conversion
Timeline of Cava's transformative acquisition
2018Cava Group acquires Zoës Kitchen, gaining ~260 locations across the U.S. South and East.
2019–2022Systematic conversion of Zoës Kitchen locations to Cava restaurants begins. Each conversion requires a full remodel, menu overhaul, and staff retraining.
2023Final 28 Zoës Kitchen conversions completed. All 72 restaurants opened in 2023 include conversions.
2024With conversions complete, Cava shifts to purely organic new-unit growth. Targets 54–57 net new openings.
The acquisition gave Cava something that organic growth alone could never have provided at that speed: real estate. Two hundred and sixty leases in desirable locations across markets that Cava had never entered. The conversion process was brutal—each location required a full remodel, a complete menu overhaul, new kitchen equipment, and extensive staff retraining. Cava was not stamping a new logo on an existing restaurant; it was gutting the interior and rebuilding it in its own image. The final 28 Zoës Kitchen conversions were completed in 2023, the year of Cava's IPO.
But the acquisition accomplished something subtler and more important than geographic expansion. It gave Cava a proof of concept for its conversion playbook—the operational muscle to take an underperforming location, reimagine it, and turn it into a high-performing Cava unit. Every conversion was a test of the system's portability: Could the Cava experience, developed in the D.C. suburbs, translate to Atlanta? To Dallas? To Phoenix? The answer, measured in same-restaurant sales growth and traffic increases across converted locations, was yes.
The Zoës Kitchen acquisition was the strategic equivalent of burning the boats. It loaded Cava with debt and operational complexity at a moment when the company was still proving its concept. It required the leadership team to simultaneously run two brands, manage hundreds of conversions, maintain quality at existing locations, and plan for eventual public markets. It was, as Schulman might put it, not cutting your way to greatness but spending your way to it—betting that the opportunity cost of slow organic growth was higher than the execution risk of a transformative acquisition.
The $22 Opening
By the time Cava filed its S-1 on May 19, 2023, the company was operating in a restaurant industry that had been battered by inflation, labor shortages, and the lingering aftershocks of pandemic-era disruption. The IPO market itself was nearly frozen—2022 and early 2023 had been brutal for new listings, with elevated interest rates and risk-off sentiment scaring away both issuers and investors.
Cava priced its IPO at $22 per share on June 14, 2023, selling approximately 14.4 million shares to raise roughly $318 million at the offering price.
J.P. Morgan and Jefferies served as joint lead book-running managers. The initial target valuation had been approximately $2.12 billion—a figure that, for a fast-casual chain with $448.6 million in fiscal 2022 revenue and a net loss, required investors to buy a growth story rather than a current-earnings story.
They bought it with enthusiasm. Shares nearly doubled on the first day of trading. The cornerstone investors—Capital International Investors, Capital Research Global Investors, and funds advised by T. Rowe Price Investment Management—had indicated interest in purchasing up to an aggregate of $100 million in shares at the IPO price. The stock began trading on the New York Stock Exchange under the symbol "CAVA," and the company suddenly had the public-market currency, the liquidity, and the visibility to accelerate its growth plan.
What followed was a period of financial performance that surprised even the optimists. Fiscal year 2023 revenue came in at $717.1 million, up 59.8% from $448.6 million the prior year. Q4 2023 revenue hit $175.5 million, a 52.5% increase, with same-restaurant sales growing 11.4%. Net income for the quarter was $2 million, a dramatic improvement from a net loss of $18.8 million in the year-ago quarter. Fifteen consecutive quarters of revenue growth. Traffic increasing, not just ticket averages—a distinction that matters enormously in the restaurant business, because traffic growth means more bodies walking through the door, not just higher prices on the same number of meals.
The Pricing Discipline
One number tells the story of Cava's strategic restraint more clearly than any other: 15%. That is the cumulative menu price increase Cava has taken since the end of 2019. Over the same period, the Consumer Price Index rose approximately 23%. Fast-food prices on average jumped over 30%. Cava's prices, in real terms, have gone down.
This is not an accident. It is the central strategic bet of the Schulman era. At a moment when the rest of the restaurant industry—from McDonald's to Chipotle—was passing inflation through to consumers and watching traffic soften in response, Cava absorbed costs. In January 2024, the company raised prices by less than 3%. In January 2025, it raised them by just 1.7%. CFO Tricia Tolivar was explicit about the philosophy: "Cava has taken a disciplined approach to avoid passing cost increases onto our guests—absorbing those costs where we can and continuing to invest in the overall guest experience."
There are no price increases planned for the rest of 2025 at this point. Cava has taken a disciplined approach to avoid passing cost increases onto our guests.
The logic is both simple and counterintuitive. In an inflationary environment, the restaurant that holds prices gains relative value. When a Big Mac meal costs $18, a $12 Cava bowl looks like a bargain—and it comes with the psychological premium of perceived health, freshness, and quality. Cava was not competing on absolute price; it was competing on relative value perception. Every dollar that McDonald's or Wendy's added to their menus widened the gap between what consumers expected to pay for fast food and what Cava actually charged, making the trade-up to Cava feel less like an indulgence and more like a rational choice.
The data confirmed the thesis. In Q2 2024, Cava reported that it was seeing double-digit same-restaurant sales growth across all income levels—from customers earning over $100,000 annually to those earning $50,000 or less. The top 10% of Cava restaurants by sales included locations across all income strata, urban and suburban, freestanding and in-line. This was not a coastal-elite phenomenon. This was a brand resonating across the American consumer spectrum.
When California passed the FAST Act, raising fast-food minimum wages to $20 per hour, many chains responded with price increases. Cava did not. "Just because others are doing it," Tolivar said, "doesn't necessarily make it right."
The Manufacturing Bet
Behind every Cava bowl, there is a supply chain that the consumer never sees—and that the company has invested heavily to control. In October 2022, Cava broke ground on a 55,000-square-foot manufacturing facility in Verona, Virginia. The $30 million-plus investment began operations in the first quarter of 2024, producing the dips, spreads, and dressings that form the flavor backbone of the Cava menu: the hummus, the crazy feta, the harissa, the tzatziki.
This is the kind of capital expenditure that separates a restaurant chain from a restaurant concept. It is Cava's bet on vertical integration—owning the means of production for the components that most define the brand's flavor identity. The Verona facility, along with an existing facility in Maryland, gives Cava control over quality, consistency, and cost in a way that a franchised or outsourced model cannot replicate.
The decision to manufacture in-house also reveals something about how the leadership team thinks about the relationship between food and operations. Consider the humble onion. Cava's pickled onions are, according to Tolivar, "incredibly attractive to our guests." But slicing onions by hand in each restaurant was slow, labor-intensive, and produced tears—literally. So Cava now buys pre-sliced onions and pickles them in-house. The flavor is identical. The operational burden is dramatically reduced. This is not a glamorous insight. It is the kind of granular, obsessive operational thinking that separates a chain that can sustain 50+ new openings per year from one that can't.
The Steak Catalyst
In June 2024, Cava introduced grilled steak to its menu—grass-fed, pasture-raised, available as a protein option on bowls, pitas, and salads. The launch was supported by a social media and PR campaign that generated substantial buzz. But the real story was not the marketing. It was the economics.
Steak is a premium protein. It allows Cava to capture a higher ticket average without raising prices on the base menu. It draws dinner-time diners—a daypart where Cava had been underrepresented. By Q2 2024, dinner accounted for 46% of the company's sales, approaching parity with lunch. Steak "resonated even more with the consumers than we were experiencing in tests," Tolivar said. Q2 2024 revenue rose 35% to $231.4 million, beating analyst expectations. Earnings per share came in at $0.17, beating by four cents. Same-store sales grew 14.4%, driven by 9.5% traffic growth. Cava raised its full-year same-restaurant sales growth guidance to 8.5%–9.5%, up from 4.5%–6.5%.
The steak launch was a case study in how menu innovation can simultaneously serve multiple strategic objectives: higher ticket, dinner expansion, premium positioning, and traffic growth. Cava was not adding steak because the menu needed complexity; it was adding steak because the business model needed a dinner catalyst.
We're seeing a very resilient consumer consistent across the country and across all income brackets. We're not seeing check management.
The White Space and Its Boundaries
Schulman's favorite phrase, repeated in earnings calls and investor presentations, is "massive white-space opportunity." As of late 2025, Cava operates approximately 415 restaurants across 28 states and Washington, D.C. The company's stated long-term target is 1,000 restaurants by 2032. For context, Chipotle operates more than 3,500 locations. Sweetgreen, Cava's most direct competitor in the health-conscious fast-casual space, has roughly 227. The gap between 415 and 1,000 is large; the gap between 1,000 and Chipotle's footprint is enormous.
The expansion strategy is methodical. When opening new restaurants, Cava allocates approximately 10%–20% of openings to existing markets, 20%–30% to entirely new markets, and the remainder to "growth and emerging markets"—areas where the company evaluates surrounding population density, demographics, and competitive dynamics. New locations are opening with average unit volumes above $3 million, higher than the overall chain average—a signal that the brand is gaining momentum, not losing it, as it expands beyond its home territory.
Cava's new-unit allocation framework
| Market Category | % of New Openings | Characteristics |
|---|
| Existing Markets | 10–20% | Infill in established metros with proven demand |
| New Markets | 20–30% | First entry into untested geographies |
| Growth & Emerging | 50–70% | Population-evaluated expansion zones with early traction |
But white space has its hazards. Ninety percent of Cava's restaurants are in suburban settings, a deliberate choice that reduces rent costs and aligns with where most Americans actually live and eat. The lunch/dinner split is approximately 50/50. These are healthy structural characteristics—they suggest the brand is not dependent on a single daypart or a single customer type. But they also mean that Cava's expansion will increasingly bring it into territory where Mediterranean cuisine is less familiar, where the competitive landscape is more crowded, and where the brand halo of coastal health consciousness has less gravitational pull.
South Florida in early 2025. The Midwest soon after. Each new market is a test: Can the Cava experience, developed in the D.C. suburbs and validated across the East Coast and Southwest, translate to Cincinnati? To Des Moines? To places where the nearest Mediterranean restaurant might be forty miles away?
CFO Tolivar addresses this with a pragmatic buffering strategy: if the target is 100 new restaurants, build a pipeline of 130 to compensate for real estate challenges, permitting delays, and execution hiccups. "We find that doing the right thing for the long term will drive the best return," she says. It is the language of a CFO who has learned that growth projections, in the restaurant business, are aspirational until the lease is signed and the door is open.
The Gen Z Magnet
Cava's customer demographics reveal something that most restaurant chains would pay dearly to manufacture: the brand is disproportionately popular with younger consumers. Gen Z, in particular, has shown outsized interest in Cava's menu—a trend that CFO Tolivar attributes to the generation's appetite for "more adventurous flavors and different experiences when dining." The Mediterranean flavor profile—harissa, za'atar, whipped feta, pickled turnips—maps naturally onto a generation that grew up watching food content on TikTok and Instagram and treats dining as a form of cultural exploration.
This demographic advantage is both a strength and a vulnerability. In Q3 2025, Cava reported flat traffic and same-restaurant sales growth of just 1.9%—below expectations of 2.8%. The company cut its full-year same-store sales growth guidance for the second consecutive quarter, to 3%–4%. The culprit was specific: the 25-to-34-year-old consumer was pulling back. Tolivar attributed the softening to higher unemployment rates in the demographic, the resumption of student loan repayments, and the "overall fog for the consumer" created by tariffs.
The same cohort that makes Cava exciting—young, adventurous, digitally engaged—is also the cohort most economically fragile. When they cut back, they cut back on discretionary spending, and a $13 Mediterranean bowl, however healthy, is discretionary. Chipotle reported identical behavior from the same age group. This is not a Cava-specific problem; it is a fast-casual structural exposure. But it matters more for Cava because Cava's brand identity is more tightly bound to this demographic than Chipotle's.
The Automation Handshake
In August 2025, Cava made its first major investment in automation: a $5 million commitment (with an additional $5 million subject to terms) in Hyphen, a foodservice platform that automates culinary operations. The investment was notable not just for the amount—Cava is still a young public company carefully managing capital—but for the company it was joining. Chipotle's Cultivate Next venture fund led the $25 million round with a $15 million investment. Fast-casual's two most prominent growth stories were co-investing in the same automation platform.
Hyphen's technology will be used for what Cava calls the "second-make line"—the back-of-house area where all digital orders (delivery and pickup) are assembled separately from in-restaurant guests. The system allows a team member to prepare a bowl on top while the machine simultaneously produces additional bowls on the bottom from the same ingredients. The pitch is speed, throughput, and digital order accuracy.
Schulman and the leadership team frame the investment through a specific philosophical lens: technology should enhance the human experience, not replace it. This is standard corporate rhetoric—every restaurant chain says it values its workers—but Cava's operational choices lend the claim some credibility. The love button is a human decision. The pickled onions are still made in-house. The automation is aimed at the back-of-house digital line, not the front-of-house experience. Whether this philosophy survives the pressure of scaling to 1,000 locations is an open question, but the intent is at least legible.
Shoulder to Shoulder
At least once a quarter, Cava's CFO Tricia Tolivar and other executives spend time working in the restaurants—not observing, not touring, but working. Shoulder to shoulder with team members, assembling bowls, making dressings, interacting with customers. "I learn something every time I go," Tolivar says.
This is the operational practice that most directly connects Cava's corporate culture to its financial performance. It is not original—Walmart's management teams have been walking stores for decades, and the practice has been adopted in various forms across retail and food service. But the specificity of what Cava's leadership team learns in the restaurants is revealing. The sliced onion insight came from restaurant visits. The understanding of which menu items create operational bottlenecks came from restaurant visits. The awareness that customers across all income levels and geographies were responding to the brand came from restaurant visits—not from survey data or focus groups or third-party research, but from the experience of standing behind the line and watching people eat.
The company launched its "Flavor Your Future" initiative to develop internal talent for new leadership roles, including a new assistant general manager program. The pipeline logic is straightforward: if you're opening 60+ restaurants per year, you need 60+ general managers per year. You can hire them from competitors, or you can grow them from within. Cava is betting on the latter.
When we walked into the Wall Street restaurant, our general manager said, 'Hey, let me introduce you to my new assistant general manager; she's a high-potential team member.' It was inspiring to see the passion for developing leaders.
When Tolivar and Schulman visited the Cava location on Wall Street in New York, the general manager introduced them to a new assistant general manager—a team member identified through the internal pipeline as having high leadership potential. The moment was small, unremarkable in isolation. But it was the kind of moment that, replicated across 400+ locations, becomes a system. And systems, in the restaurant business, are everything.
The View from the Line
The restaurant industry operates on a paradox that most consumers never consider. A bowl of food that costs $12 and takes four minutes to assemble represents the terminus of a supply chain that stretches from a manufacturing facility in Verona, Virginia, to a real estate negotiation in suburban Phoenix, to a hiring decision made by an area leader in South Florida, to a social media campaign designed by a team in Washington, D.C. Every link in that chain must work. A single failure—bad ingredients, slow service, an undertrained team member, a poorly located restaurant—degrades the experience. And the experience, in fast casual, is the product.
Cava's revenue has grown from approximately $564 million in 2022 to $954 million in 2024. The company crossed $1 billion in trailing twelve-month revenue in early 2025. Digital orders accounted for roughly 37% of sales in Q2 2025. New restaurants are opening with average unit volumes above $3 million. Restaurant-level profit margins have ranged from approximately 24% to 26%—substantially above the 15%–18% typical of traditional fast-food operators like McDonald's and Wendy's.
But the Q3 2025 results introduced a note of sobriety. Flat traffic. Same-store sales growth of 1.9%. A downward guidance revision. The stock, which had been up more than 300% from its IPO price, fell 54% from its peak over the course of 2025. The narrative shifted, as narratives always do with high-multiple growth stocks, from "how high can it go?" to "can they sustain it?"
The answer depends on which Cava you're looking at. The company that is opening 60+ restaurants per year, expanding into new states, investing in manufacturing and automation, and developing internal leadership talent is executing a long-term growth playbook with discipline and clarity. The stock that traded at a valuation implying decades of perfect execution was priced for a future that reality has already begun to complicate.
Between those two truths—the operator's patience and the market's impatience—sits the real story of Cava. A company built by three sons of Greek immigrants and an equity trader from Bethesda, selling bowls of Mediterranean food out of suburban strip malls, with a button on the register that gives it away for free.
In the Verona facility, machines produce harissa and hummus in industrial quantities, the flavors of someone's grandmother's kitchen now flowing through a 55,000-square-foot processing plant. The onions arrive pre-sliced. They are still pickled in-house.
Cava's trajectory offers a set of operating principles that extend well beyond the restaurant industry. What follows are the strategic choices—some obvious in retrospect, several deeply counterintuitive—that have shaped the company's growth and reveal the tradeoffs embedded in its model.
Table of Contents
- 1.Build the category, not just the brand.
- 2.Absorb the cost to capture the customer.
- 3.Acquire the real estate, not the brand.
- 4.Control the flavor supply chain.
- 5.Hire an apostle, not just a board member.
- 6.Menu innovation is a business-model tool, not a culinary exercise.
- 7.Operate from the line, not the suite.
- 8.Build the talent pipeline before you need it.
- 9.Price below your permission.
- 10.Automate the back, humanize the front.
Principle 1
Build the category, not just the brand.
Cava did not enter an existing fast-casual Mediterranean market. It created one. When the company opened its first fast-casual location in 2011, there was no publicly traded Mediterranean fast-casual chain, no category-defining competitor, no consumer expectation of what a "Mediterranean Chipotle" should look or taste like. Cava had to simultaneously educate consumers about Mediterranean cuisine, establish the format, and build the operational infrastructure—all while competitors in established categories like Mexican and American comfort food had decades of consumer familiarity to draw on.
The category-creation approach has a structural advantage: when you define the category, you set the terms. Cava's menu architecture, pricing framework, and brand positioning have become the default template for Mediterranean fast casual. Every subsequent entrant is measured against Cava, not the other way around. The Mediterranean diet's eight consecutive years as the top-ranked diet provided tailwind, but Cava had to be in position to capture that tailwind—which required years of patient investment before the cultural moment arrived.
Benefit: Category creators capture disproportionate brand awareness and market share. Cava is synonymous with Mediterranean fast casual in a way that no competitor has replicated.
Tradeoff: Category creation is expensive and slow. Cava spent more than a decade building consumer awareness for a cuisine type that was unfamiliar to many Americans. Organic growth alone would not have been fast enough—hence the Zoës Kitchen acquisition.
Tactic for operators: If your market doesn't exist yet, invest in educating the customer rather than out-spending competitors. Build the cultural narrative around your product category through content, partnerships, and positioning that elevate the entire category—your share of a growing market is worth more than dominance of a stagnant one.
Principle 2
Absorb the cost to capture the customer.
Cava's cumulative menu price increase since the end of 2019—approximately 15%—is below both CPI inflation (~23%) and fast-food average increases (~30%+). The company has explicitly chosen to absorb cost increases rather than pass them to consumers, even when competitors were raising prices aggressively.
This is not a charity model. It is a customer-acquisition strategy disguised as pricing restraint. In an inflationary environment, holding prices creates a widening value gap relative to competitors. When McDonald's pushes a Big Mac meal toward $18, the Cava bowl at $12–$14 looks increasingly reasonable—especially when it comes with the perception of higher quality and health benefits. The result: Cava saw double-digit same-store sales growth across all income levels in Q2 2024, suggesting the pricing strategy was working as a trade-up catalyst.
Cumulative price increases, end of 2019 through 2024
| Category | Cumulative Price Increase |
|---|
| Consumer Price Index (CPI) | ~23% |
| Fast-food average | 30%+ |
| Cava menu prices | ~15% |
Benefit: Pricing below inflation creates a compounding relative-value advantage. Each competitor price increase widens the gap without Cava spending a dollar on marketing.
Tradeoff: Margin compression is real. Restaurant-level margins came under pressure in 2025, and the company reduced its margin guidance to 24.4%–24.8%. There is a limit to how long you can absorb inflation before it erodes unit economics.
Tactic for operators: In markets where competitors are raising prices, calculate the customer-acquisition cost equivalent of holding your prices steady. Sometimes the cheapest marketing investment is the price increase you don't take.
Principle 3
Acquire the real estate, not the brand.
The 2018 Zoës Kitchen acquisition was not a brand play. Cava did not want Zoës Kitchen's recipes, its brand equity, or its customer base. It wanted Zoës Kitchen's leases. Two hundred and sixty locations in desirable suburban and commercial real estate across the U.S. South and East—markets that Cava had not penetrated and would have taken years to enter organically.
The conversion process was total: every Zoës Kitchen location that was retained was gutted and rebuilt as a Cava restaurant. The brand was erased. The menu was replaced. The staff was retrained. What remained was the physical space and the lease terms. By the time Cava completed the final 28 conversions in 2023, it had proved that its concept was portable across geographies, that conversion economics were viable, and that the operational playbook could absorb the complexity of simultaneous new-unit growth and brand conversion.
Benefit: Acquisition-as-real-estate-play compresses the expansion timeline by years. It also de-risks geographic expansion by providing proven commercial locations.
Tradeoff: The operational complexity of running two brands simultaneously while converting hundreds of locations is enormous. It loaded the company with debt and distracted management attention during a critical growth period. Not every restaurant concept can survive the integration tax.
Tactic for operators: When evaluating acquisition targets, separate the asset you actually want (real estate, distribution, talent, customer data) from the asset you're nominally acquiring (the brand). Be willing to erase the brand entirely if the underlying asset is what creates value.
Principle 4
Control the flavor supply chain.
Cava's $30 million investment in the Verona, Virginia manufacturing facility is a vertical integration bet on the components that most define its brand identity: the dips, spreads, and dressings. Hummus, harissa, crazy feta, tzatziki—these are not generic condiments that can be sourced from a commodity supplier. They are the signature flavors that differentiate a Cava bowl from every other fast-casual option.
By manufacturing in-house, Cava controls quality, consistency, and cost. It can iterate on recipes without renegotiating supplier contracts. It can scale production in line with unit growth without being dependent on third-party capacity. And it creates a structural barrier to imitation: any competitor that wants to replicate Cava's flavor profile would need to either build its own manufacturing capability or find a supplier capable of matching formulations developed in-house.
Benefit: Vertical integration of signature components creates a quality moat that is expensive and time-consuming for competitors to replicate.
Tradeoff: Capital-intensive manufacturing facilities require significant upfront investment and increase fixed costs. If unit growth slows, the facilities become an overhead burden.
Tactic for operators: Identify the 2–3 components of your product that most drive customer loyalty and differentiation. Vertically integrate those components even if outsourcing would be cheaper in the short term. Own the parts of the value chain that your customers actually taste.
Principle 5
Hire an apostle, not just a board member.
Ron Shaich—the man who essentially invented the fast-casual category at Panera Bread—became Cava's chairman. This was not a governance formality. Shaich brought decades of experience scaling a fast-casual chain from concept to thousands of locations, relationships across the restaurant industry and investment community, and the credibility of having done it before. His continued ownership of roughly $600 million in Cava stock as of mid-2024 signaled to the market that the person who understood this playbook better than almost anyone was betting his own wealth on Cava's execution.
Benefit: A category-defining advisor accelerates strategic decision-making, attracts institutional capital, and provides pattern recognition that first-time operators lack.
Tradeoff: Strong chairman figures can create governance tensions with founding teams. And an apostle's past success is not a guarantee of future relevance—the fast-casual landscape of 2025 is not the fast-casual landscape of 2005.
Tactic for operators: When building your board or advisory structure, look for someone who has already built what you're trying to build—not a generalist who can advise on "strategy," but a domain expert who has solved your specific scaling problems. Then align their incentives through significant equity ownership.
The grilled steak launch in June 2024 illustrates how Cava uses menu innovation to solve business problems rather than simply expand culinary options. Steak was introduced to accomplish at least four strategic objectives simultaneously: increase average ticket (premium protein), expand the dinner daypart (steak is perceived as a dinner food), attract new customer segments (men and meat-focused diners), and generate marketing buzz (grass-fed, pasture-raised positioning). The result: dinner grew to 46% of sales, traffic increased 9.5% year-over-year, and same-store sales grew 14.4% in the quarter of launch.
Pita chips serve a similar multi-function role. They are an add-on item that increases ticket average, a snack format that extends Cava's relevance beyond mealtimes, and—with variants like Hot Harissa—a platform for flavor innovation that keeps the brand culturally relevant.
Benefit: Strategic menu innovation compounds multiple business metrics simultaneously rather than incrementally improving one.
Tradeoff: Menu complexity increases operational burden. Every new protein requires supply chain management, kitchen training, quality control, and potential waste. The discipline is knowing what not to add.
Tactic for operators: Before introducing any new product, map it against your three biggest business constraints. If it doesn't address at least two of them, it's a distraction.
Principle 7
Operate from the line, not the suite.
Cava's requirement that executives—including the CFO—work in restaurants at least quarterly is not a PR gesture. It is an information-gathering system. The sliced-onion insight, the understanding of which menu items create prep bottlenecks, the real-time observation of how customers interact with the menu—these operational details are invisible from a corporate office and essential from behind the assembly line.
The practice creates a feedback loop that traditional management structures cannot replicate. When the CFO stands behind the line and experiences the physical reality of preparing 200 bowls during a lunch rush, the capital allocation decisions she makes the following week are informed by embodied knowledge, not just spreadsheet data.
Benefit: Frontline immersion creates information advantages that improve capital allocation, menu development, and operational efficiency.
Tradeoff: Executive time is finite. Every day spent in a restaurant is a day not spent on financial planning, investor relations, or strategic initiatives. The practice only works if the insights are systematically captured and acted upon.
Tactic for operators: Institute a mandatory frontline rotation for every executive and manager, with a structured debrief process that converts observations into operational changes. The rotation is not the valuable part—the debrief is.
Principle 8
Build the talent pipeline before you need it.
If Cava opens 64–68 restaurants in 2025, it needs 64–68 general managers who don't exist yet. The "Flavor Your Future" initiative and the assistant general manager program are attempts to solve this problem proactively rather than reactively—identifying high-performing team members, developing their leadership capabilities, and promoting from within rather than hiring externally.
The pipeline mathematics are unforgiving. At 60+ openings per year and a target of 1,000 restaurants by 2032, Cava needs to produce hundreds of new leaders over the next seven years. If the pipeline fails, growth slows—not because of real estate or capital, but because there aren't enough qualified people to run the restaurants.
Benefit: Internal promotion creates cultural continuity, reduces hiring costs, and produces managers who understand the Cava operating system from the inside.
Tradeoff: Internal pipelines take time to build and can create an insular culture that resists external ideas. If the pipeline can't scale as fast as the unit count, quality degrades.
Tactic for operators: Calculate your leadership deficit at current growth rates 18–24 months forward. If you can't name the specific people who will fill those roles, your growth plan is a fiction. Start the pipeline before you need it—the lag time between identifying talent and producing ready leaders is longer than most founders assume.
Principle 9
Price below your permission.
Cava has pricing power it has deliberately chosen not to use. The brand's health-conscious positioning, ingredient quality, and cultural cachet would support higher prices—consumers would pay more—but the company has consistently priced below what the market would bear. This is not generosity. It is a strategic choice to trade short-term margin for long-term traffic, market share, and competitive positioning.
The love button is the micro-expression of this philosophy: systematically choosing to give away value as a mechanism for building loyalty. The pricing strategy is the macro-expression: systematically charging less than you could as a mechanism for building market share.
Benefit: Pricing below your permission creates a durable value perception that compounds over time and insulates against competitive entry.
Tradeoff: Leaves money on the table in every transaction. Margin compression limits the company's ability to invest in growth, absorb cost shocks, and reward shareholders in the near term.
Tactic for operators: Map your customers' willingness to pay against your current pricing. If there's a significant gap, consider banking that optionality rather than exercising it. The margin you don't take today is the competitive weapon you can deploy tomorrow.
Principle 10
Automate the back, humanize the front.
Cava's Hyphen investment draws a clear philosophical line: automation belongs behind the counter, not in front of it. The second-make line—the back-of-house area where digital orders are assembled—is where machines add value by increasing speed, accuracy, and throughput. The front-of-house experience—the human interaction, the love button, the moment of eye contact between cashier and customer—remains deliberately analog.
This is a harder line to hold than it appears. As Cava scales toward 1,000 locations and labor costs continue to rise, the temptation to automate front-of-house interactions (self-ordering kiosks, automated assembly, cashierless checkout) will intensify. The question is whether Cava's leadership team can resist the short-term margin improvement of front-of-house automation without sacrificing the human experience that differentiates the brand.
Benefit: Preserving human interaction at the point of customer contact maintains the emotional connection that drives loyalty and word-of-mouth.
Tradeoff: Back-of-house-only automation captures less cost savings than full automation. As the chain scales, the labor cost disadvantage relative to more automated competitors becomes a structural headwind.
Tactic for operators: Audit every customer touchpoint in your business and classify it as "human-essential" or "automation-eligible." Be ruthless about automating the latter and equally ruthless about protecting the former. The line between the two is your brand's philosophical core.
Conclusion
The System and the Soul
Cava's playbook is, at its core, a wager that operational discipline and human warmth are not in tension—that you can build a manufacturing facility and still pickle the onions in-house, that you can automate the back of the restaurant and still let a cashier give away a meal, that you can absorb inflation and still generate attractive unit economics. Each of these principles creates real tradeoffs, and the company's long-term trajectory will be determined by how well it manages the friction between them.
The deeper lesson is about category creation. Cava did not optimize an existing model; it built a new one. The Zoës Kitchen acquisition, the Verona manufacturing plant, the pricing discipline, the talent pipeline—these are not individual tactics but interlocking components of a system designed to turn a regional Mediterranean restaurant into a national institution. The system is not complete. It is still being built, tested, and refined with every new location, every quarterly earnings report, every cashier who decides whether to press the button.
What operators can learn from Cava is not a formula but a posture: patient enough to build the category, disciplined enough to hold prices, brave enough to acquire and convert a larger competitor, and specific enough to know that the difference between pre-sliced and hand-sliced onions matters—even when the pickles taste the same.
Part IIIBusiness Breakdown
The Business at a Glance
Current Vital Signs
Cava Group, Inc. (NYSE: CAVA)
$954MFiscal year 2024 revenue
$1B+Trailing twelve-month revenue (Q1 2025)
415Total restaurants (as of October 2025)
28U.S. states with locations
37%Digital sales as % of revenue (Q2 2025)
~24.5%Restaurant-level profit margin (2025 guidance)
$3M+Average unit volume for new restaurants
1,000Long-term restaurant target (by 2032)
Cava is a high-growth, company-operated Mediterranean fast-casual restaurant chain headquartered in Washington, D.C. The company operates exclusively in the United States, with locations concentrated on the East Coast, the Southwest, and Southern California, and is actively expanding into the Midwest and South Florida. Revenue has grown from approximately $564 million in 2022 to $954 million in 2024, with the company crossing $1 billion in trailing twelve-month revenue in early 2025. Cava went public on the NYSE in June 2023 at $22 per share and has been one of the most closely watched restaurant IPOs in recent memory.
The business operates as a single reportable segment. All restaurants are company-owned—there is no franchise model, which gives Cava full control over operations, quality, and unit economics but requires significant capital investment for each new location. The company also operates two manufacturing facilities (Verona, Virginia and Maryland) that produce proprietary dips, spreads, and dressings used across the restaurant system.
How Cava Makes Money
Cava's revenue model is straightforward: the vast majority of revenue comes from restaurant sales—customers purchasing bowls, pitas, salads, and add-on items (pita chips, beverages, house-made juices) either in-store or through digital channels (delivery and pickup). Digital orders accounted for approximately 37% of sales in Q2 2025.
Revenue growth is driven by two primary mechanisms:
1. New restaurant openings. Cava opened 72 restaurants in 2023 (including 28 Zoës Kitchen conversions), guided to 54–57 in 2024, and raised guidance to 64–68 for 2025. Each new restaurant adds approximately $3 million+ in annual revenue based on recent average unit volumes. With conversions complete, all new openings are now organic.
2. Same-restaurant sales growth. Driven by a combination of traffic increases, menu price adjustments, and menu mix shifts (customers ordering higher-priced items like grilled steak or add-ons like pita chips). Same-store sales growth has ranged from 2.1% (Q2 2025) to 18% (Q3 2024), with traffic growth being the dominant contributor during the company's strongest quarters.
Fiscal year revenue and same-store sales growth
| Fiscal Year | Revenue | YoY Growth | Key Driver |
|---|
| FY 2022 | ~$564M | — | Zoës conversions + organic growth |
| FY 2023 | $717M | ~60% | 72 openings, 11.4% Q4 SSS growth |
| FY 2024 | $954M | ~33% | 55+ openings, steak launch, traffic surge |
| LTM Q1 2025 | $1B+ | ~20%+ | Continued new units, 10.8% SSS growth in Q1 |
The company also historically had a consumer packaged goods (CPG) business—dips and spreads sold in grocery stores—but the S-1 and subsequent filings indicate the restaurant business overwhelmingly dominates revenue. Cava's pricing strategy has resulted in cumulative menu price increases of approximately 15% since end-of-2019, well below the fast-food industry average of 30%+. The company raised prices by 1.7% in January 2025 and has no further increases planned for the year.
Unit economics are attractive relative to the broader restaurant industry. Restaurant-level profit margins have ranged from approximately 24% to 26%, substantially above the 15%–18% typical of traditional QSR operators. However, the company reduced its 2025 full-year margin guidance to 24.4%–24.8%, down from 24.8%–25.2%, reflecting cost pressures and slowing same-store growth.
Competitive Position and Moat
Cava operates in the fast-casual segment of the U.S. restaurant industry, competing primarily against other health-conscious, build-your-own-meal concepts. Its competitive set includes:
| Competitor | Cuisine | Approximate U.S. Locations | Public/Private | 2024 Revenue Trajectory |
|---|
| Chipotle | Mexican | 3,500+ | Public (CMG) | ~$11B, 14%+ Q1 revenue growth |
| Sweetgreen | Salads/Bowls | ~227 | Public (SG) | 26% Q1 revenue growth |
| Just Salad | Salads | ~80 | Private | N/A |
| Naf Naf Grill | Middle Eastern | ~40 | Private | N/A |
|
Cava's moat derives from five primary sources:
1. Category ownership. Cava is the dominant scaled player in Mediterranean fast casual. No competitor of comparable size exists in the same culinary niche. This is the most durable advantage—category creators in fast casual (Chipotle in Mexican, Panera in bakery-café) have historically maintained their leadership positions for decades.
2. Vertical integration of signature flavors. The Verona and Maryland manufacturing facilities produce the dips, spreads, and dressings that are the most distinctive and difficult-to-replicate elements of the Cava experience. Competitors would need to invest millions in proprietary manufacturing to match the consistency and quality.
3. Cultural tailwind. The Mediterranean diet's sustained cultural and scientific credibility—top-ranked diet for eight consecutive years—provides a secular demand tailwind that is not dependent on Cava's own marketing spend.
4. Unit economics advantage. Restaurant-level profit margins of 24%–26% exceed QSR benchmarks and are competitive with the best-in-class fast-casual operators. New-unit AUVs above $3 million suggest that the brand is gaining strength, not losing it, as it expands.
5. Pricing discipline as competitive weapon. Cava's below-inflation pricing creates a structural value gap relative to both QSR (which has raised prices 30%+) and table-service restaurants, functioning as a passive customer-acquisition mechanism.
Where the moat is weaker: Cava has no franchise network, which limits its ability to grow as rapidly as franchised competitors but maintains quality control.
Brand awareness outside the East Coast is still developing. The Mediterranean cuisine category, while growing, is less universally familiar than Mexican or American comfort food. And the company's heavy concentration among younger consumers (25–34) creates demographic exposure that became visible in Q3 2025.
The Flywheel
Cava's reinforcing cycle operates through five interlocking mechanisms:
How each link feeds the next
| Step | Mechanism | How It Feeds the Next |
|---|
| 1. Distinctive flavors | Proprietary recipes manufactured in-house | Creates differentiation that drives trial and repeat visits |
| 2. Traffic growth | New customers + repeat visitors | Improves unit economics by spreading fixed costs over more transactions |
| 3. Unit economics | 24–26% restaurant-level margins, $3M+ new AUVs | Generates capital for reinvestment in new units and manufacturing |
| 4. New restaurant openings | 60+ per year, expanding into new markets | Increases brand awareness and creates demand for talent pipeline |
| 5. Brand awareness | National presence + social media + cultural tailwind |
The flywheel is currently in its acceleration phase. Brand awareness has increased "significantly" since the IPO (per Tolivar), new restaurants are opening with AUVs above the chain average (suggesting the brand is pulling customers even before the restaurant opens), and the Mediterranean category tailwind continues to provide a demand floor independent of Cava's own marketing. The key risk to the flywheel is a deceleration in traffic growth—if the 25-to-34-year-old cohort continues to pull back, or if expansion into less familiar markets produces lower AUVs, the reinforcing cycle could slow.
Growth Drivers and Strategic Outlook
1. Geographic expansion. With 415 restaurants across 28 states and a target of 1,000 by 2032, Cava has 585+ locations to open over seven years. Guidance for 2025 is 64–68 net new restaurants. The company is entering South Florida and Midwest markets, testing the brand's portability beyond its East Coast and Southwest base. Total addressable market: the U.S. fast-casual segment was valued at approximately $100 billion as of 2023 and continues to take share from both QSR and full-service dining.
2. Dinner daypart expansion. Dinner has grown from a minority of sales to approximately 46%–50%. Steak and other premium protein introductions are accelerating this shift. The dinner opportunity is structurally large because most fast-casual chains skew heavily toward lunch; balancing the daypart mix improves asset utilization and revenue per location.
3. Digital and off-premise channels. At 37% of sales, digital orders represent a significant and growing revenue stream. The Hyphen automation investment is designed to increase throughput and accuracy on digital orders specifically, which could unlock additional volume without requiring additional labor.
4. Menu innovation platform. Pita chips are "evolving as a platform" (per Tolivar), with flavor variants like Hot Harissa. House-made juices are gaining traction. Each new menu platform adds incremental revenue and extends Cava's relevance to different occasions (snacking, beverages, sides).
5. Brand awareness compounding. Cava's brand awareness is still low relative to Chipotle or Sweetgreen in many markets. As the company expands nationally and its marketing spend increases, there is a structural tailwind from simply becoming more visible—each new market entry raises awareness not just locally but nationally through social media and word-of-mouth.
Key Risks and Debates
1. The young-consumer exposure. Cava's Q3 2025 results revealed that the 25-to-34-year-old demographic—a core customer segment—is cutting back on fast-casual visits due to higher unemployment, student loan repayments, and tariff-related economic anxiety. Same-store traffic went flat. If this cohort remains under pressure, Cava's same-store growth engine stalls. Severity: high. Chipotle reported identical trends, suggesting this is a category-wide risk, not Cava-specific—but Cava's brand is more tightly indexed to this demographic.
2. Valuation disconnect. Cava's stock, even after a 54% decline from its peak in 2025, trades at a premium multiple that prices in years of above-average growth. The Q3 2025 guidance cut illustrates how quickly market sentiment can shift when growth decelerates. If same-store sales growth remains in the low single digits, the stock's multiple is difficult to justify relative to more mature fast-casual peers.
3. Geographic portability. New-unit AUVs above $3 million are encouraging, but Cava has not yet proved itself in markets where Mediterranean cuisine is less culturally embedded—the Midwest, the rural South, and interior Western states. If AUVs in these markets are materially lower, the 1,000-restaurant target becomes less economically attractive.
4. Labor cost escalation. As a company-owned model with above-minimum-wage pay and no franchise layer to absorb labor cost increases, Cava is directly exposed to wage inflation. The FAST Act in California and similar legislation in other states will continue to pressure labor costs. Cava's decision not to raise prices in response creates margin compression that may not be sustainable.
5. Single-segment concentration. Cava operates one brand, in one cuisine, through one format (company-owned fast casual). There is no franchise revenue, no licensing income, no diversified brand portfolio. This creates a clean, focused business—but it also means every risk factor hits the entire company simultaneously.
Why Cava Matters
Cava is the most compelling case study in category creation in the restaurant industry since Chipotle—and the comparison, which Schulman has embraced rather than resisted, is both illuminating and instructive. Both companies built national brands on a foundation of higher-quality ingredients, customizable formats, and a price point between fast food and full service. Both proved that consumers would trade up from traditional QSR if the value proposition—flavor, quality, health perception—was compelling enough. And both demonstrated that vertical integration of key ingredients creates a flavor moat that is durable against competitive entry.
But Cava's story also offers a more nuanced lesson about timing and cultural currency. The company arrived at the fast-casual format a decade after Chipotle, at a moment when the playbook was well-established but the culinary territory was wide open. Mediterranean cuisine, health consciousness, adventurous Gen Z palates, the social-media-driven discovery of new foods—these converging trends created a window that Cava was uniquely positioned to exploit. The question now is whether the company can sustain its growth as the window begins to attract more entrants and as the macroeconomic environment tests the resilience of its core customer.
For operators and investors, Cava demonstrates a principle that extends far beyond restaurants: the most valuable strategic position is not dominance in an existing category but ownership of an emerging one. Category creators bear higher costs and longer timelines than category entrants, but they also capture disproportionate brand equity, pricing power, and customer loyalty. Cava bet that Mediterranean would become the next major American cuisine category. Fourteen years later, with $1 billion in revenue and a brand that has become synonymous with an entire culinary tradition, the bet is paying off. The onions arrive pre-sliced. They are still pickled in-house. The love button is still there.
