Introduction to Salad and Go
Salad and Go, a unique salad chain known for its low-priced salads and drive-thru-only format, has announced plans to close 41 of its restaurants. This decision comes as a significant shift for the brand, which had been expanding rapidly across various locations.
The Closure Details
The closures will affect all locations in Houston, Austin, and San Antonio, leaving only a few stores operational in the Dallas metro area and Oklahoma, along with some in Arizona and Las Vegas. This move indicates a strategic decision to focus on specific markets where the brand believes it can perform better.
Background of Salad and Go
Founded in 2013 by Tony and Roushan Christofellis in Gilbert, Arizona, Salad and Go aimed to revolutionize fast food by offering healthier options, including salads for under $8, from tiny stores with minimal footprints. The menu included a variety of salads, wraps, breakfast burritos, soup, and beverages like lemonade, tea, and cold brew, catering to a wide range of tastes and dietary preferences.
The Reason Behind the Closures
According to CEO Mike Tattersfield, who took over the role in April 2025 and is also a minority owner, the decision to close several locations is to concentrate efforts on the Dallas and Oklahoma markets, where the brand sees potential for growth. Tattersfield described this moment as "difficult" but necessary for the brand’s future.
The Concept of Disruptive Brands
The announcement raises an interesting question about the correlation between brands that label themselves as "disruptive" and those that face challenges or failure. Salad and Go, with its unique business model, certainly aimed to disrupt the traditional fast food industry by offering quick, healthy, and affordable meals.
Expansion and Optimism
Salad and Go entered the Texas market in 2021, starting with a location in Plano, and expanded quickly, nearly doubling its number of stores over two years. By May 2025, the chain had over 140 locations and had even opened a central commissary kitchen in Garland designed to support up to 500 locations, indicating a high level of optimism about its future growth.
Conclusion
The story of Salad and Go serves as a reflection of the challenges faced by innovative brands in the competitive fast food industry. Despite its admirable mission to make healthy food accessible and its rapid expansion, the brand is now scaling back to focus on core markets. This shift will undoubtedly be a critical moment in the brand’s history, testing its resilience and ability to adapt in a rapidly changing market landscape. The decision to close several locations, though difficult, may ultimately pave the way for a stronger, more focused Salad and Go in the future.
