In this special annual issue of Total Food Service celebrating 25 Top Women in Foodservice, we are honored to feature Kim Malek, co-founder and CEO of Salt & Straw, whose leadership, vision, and passion have left an indelible mark on the foodservice industry.
With a career built on creativity, community, and bold entrepreneurship, Kim exemplifies how women are shaping the future of restaurants and foodservice.
From launching a single ice cream cart to building a nationally recognized brand, Kim’s journey is a testament to the power of perseverance and purpose.
Her commitment to supporting local artisans, fostering an inclusive company culture, and delivering joy through memorable culinary experiences has made her a standout leader and an inspiration to women across the industry.
Kim Malek represents another shining example of the incredible diversity of opportunity that the restaurant and foodservice industry offers women—from entrepreneurs and executives to chefs and innovators.
The industry is one of the few sectors where women can rise through the ranks, launch their own businesses, and redefine hospitality on their terms. Kim’s story highlights the many pathways available to women driven by passion, creativity, and a desire to make a difference.
In this exclusive Q&A, Kim shares her experiences as the co-founder and CEO of Salt & Straw, the challenges and triumphs she has faced, and her insights on how women can continue to drive innovation and growth within foodservice.
She also offers valuable advice for the next generation of female leaders eager to make their mark in this dynamic and ever-evolving industry.
Let’s dive into our conversation with Kim Malek—a true example of how women are leading, innovating, and inspiring in foodservice.
Can you start by telling us a bit about your background and how your journey led you to create Salt & Straw?
I grew up in Billings, Montana, long before the days of Starbucks. Even as a young girl, I had this dream—I told my camp counselor that I wanted to open bookstores with coffee shops inside. I was really into politics, community action, and business, and I felt that kind of space would foster community.
In 1989, I moved to Seattle and joined Starbucks when they only had 30 stores. By the time I left, there were 3,000. I spent most of my career there in marketing and operations. Starbucks gave me invaluable experience in building what they called a “third place”—a space that wasn’t your home or your office, but a community hub.
In the mid-’90s, Starbucks relocated me to Portland, Oregon. Portland’s community-driven spirit sparked an idea in me: an ice cream shop could be a unique way to reflect and nurture community, just like coffee shops, but with a different kind of joy.
I even wrote a business plan and started scouting locations. But fear held me back. My dad had gone bankrupt starting his own business when I was in college, and that experience stayed with me.
So, instead of opening my shop, I returned to the corporate world, working for companies like Yahoo, Adidas, and Red, Bono’s company raising funds for AIDS relief in Africa.
So why ice cream, of all things? What drew you to this industry?
For me, it was never just about the product—it was about building a community. I wanted to create a space where people could meet, run into neighbors, and share meaningful moments with family and friends. Ice cream is special because it melts. It demands your attention. You have to be present—no phones, just conversation and connection.
Our collaborations through flavors became another way to foster community. We’d partner with local breweries, charcuteries, and tea makers. Each scoop tells a story. Now more than ever, people crave those genuine, shared experiences—moments of pure joy.
Tell us about your very first Salt & Straw location. Where was it, and what did you learn from that experience?
Our first shop opened in Portland, in the arts district. I was terrified no one would show up—I wasn’t even there for opening day because I was off catering a wedding to help pay the bills. But people showed up—a lot of people. It was incredible.
I learned that people weren’t just interested in ice cream—they were craving an experience. They loved our collaborative flavors showcasing the community: local breweries, coffee roasters, and artisans. Our shop quickly became a gathering place, filled with conversations, laughter, and connection.
Soon after, an opportunity came up to open a second store across town—one of Portland’s most iconic corners. We jumped at it. To fund it, we relied on friends and family. It was a huge risk, but we believed in what we were building.
How did you approach scaling your business beyond Portland?
Our fourth store marked a big leap—it was in Los Angeles. Opening in LA meant I couldn’t be in every store, so we had to build systems and infrastructure to maintain our values and culture.
We moved someone from Portland to LA to be what I call a culture carrier—someone who lives and breathes our values and can pass them on. Culture is still my top priority today. You can scale operations, but if you lose your culture, you lose everything.
Let’s talk about your product. You didn’t come from a culinary background—how did you create your amazing flavors?
My cousin, Tyler, joined me to start the company. He went to culinary school but dropped out, and it turned out he was an absolute flavor genius. He approaches flavors like storytelling—each scoop has a narrative.
Tyler’s approach is incredibly humble and collaborative. Our flavors reflect the craft and creativity of local makers, from breweries to chocolatiers. It’s a reflection of the community we serve, and that’s what makes our ice cream so special.
Scaling artisan ice cream is notoriously difficult. How did you manage to grow while maintaining quality?
Scaling was one of the hardest challenges we faced, especially with our constantly changing, seasonal menu. We create five new flavors every month—always seasonal, always local. That means working with our partners sometimes a year in advance to secure ingredients.
Managing inventory and forecasting was a nightmare, but we invested heavily in our manufacturing techniques. We customized equipment to produce larger quantities without compromising our artisanal methods. It took time and innovation, but we made it work.
You’ve grown significantly since your first shop. How many stores do you have now, and how do you manage operations?
We now have 43 stores across the U.S. We’ve experienced measured, intentional growth since 2011. Despite this growth, we’ve chosen to keep distribution tight—no grocery stores. Every scoop you taste is from Salt & Straw.
We’re also thoughtful about technology. While we embrace digital tools for inventory and scheduling, we avoid tech that distances us from customers. Our busiest stores are the ones that sample the most and engage with customers the longest. Technology should enhance the human experience, not replace it.
You’ve credited restaurateur Danny Meyer as a mentor. How did that relationship begin, and what have you learned from him?
When we started Salt & Straw, our entire team read Danny Meyer’s Setting the Table. We discovered he was hosting a hospitality seminar in New York. We were broke, but we scraped together every penny and flew out to attend.
I met Danny there, and afterward, I sent him ice cream. He said the magic words, “Keep in touch,” and I did. Over the years, I called him for advice on everything—from supply chain issues to wholesale strategies. He always helped.
Later, his company started an investment firm, and Salt & Straw became one of their first investments. Danny taught me that culture evolves like sourdough—alive and changing—but values should never change. At Salt & Straw, we live by that.
What are Salt & Straw’s core values?
Our values are rooted in curiosity, accountability, and impact. We foster a culture of care—where everyone shows up, does their best, and holds each other accountable. Above all, we aim to leave the world a little better than we found it.
You’ve avoided making overt political statements through your brand. Why?
I’m personally very passionate about politics, but I’ve learned that making bold statements through the brand often results in my frontline employees bearing the brunt of the backlash. That’s not fair to them.
Instead, we focus on living our values through action: ethical sourcing, fair wages, and local community investment. Our impact is baked into how we do business every day.
The ice cream industry has faced challenges from health trends to shifting consumer habits. How do you navigate that?
We focus on quality and indulgence. Our ice cream is made from the highest quality ingredients—so pure that even athletes and health-conscious customers tell us they feel good eating it.
Our investor, Dwayne “The Rock” Johnson, loves our approach because he believes in those epic cheat day moments. Our customers aren’t looking for low-calorie substitutes—they’re looking for the best ice cream when they choose to indulge.
Has competition from other premium brands like Van Leeuwen changed your approach?
Not at all. We stay focused on what makes Salt & Straw unique: our flavors, our people, and our community. I learned from my Starbucks days that a rising tide lifts all boats. The more great ice cream shops out there, the better it is for the industry.
Is ice cream still seasonal, or has it become a year-round business?
Ice cream has absolutely become a year-round business. We keep it fresh with monthly menus, so people are always excited to see what we’re creating—whether it’s Chocolate February or Holiday December.
What role does technology play in your operations?
We use technology where it matters most: scheduling, inventory, and operations. But we’re careful not to let tech replace human connection.
We don’t have a big order-ahead program because we want people to come into our shops, sample flavors, and engage with our team.
Are you considering franchising Salt & Straw?
No. Our product is too high-touch, too experiential for franchising. We own and operate every store to ensure the experience is exactly how we envision it.
However, we are exploring selective licensing deals to bring Salt & Straw to new, carefully chosen markets.
How do you approach real estate and expansion?
I have a real estate partner, a former employee from Sweetgreen, who leads our development. We’re strategic—focusing on high-traffic, community-oriented locations that align with our brand values.
Can you share a challenge you’re passionate about solving in your industry?
Freezer technology! It sounds mundane, but there’s been no innovation in commercial ice cream freezers in decades. It’s one of the leading causes of repetitive strain injuries in our industry. We’re actively working on solving this because it directly impacts our team’s well-being.
Looking back on your journey, what are you most proud of?
I’m most proud of the community we’ve built. Whether it’s a store opening with lines down the block or an impromptu wave line in our New York shop, it’s the human connection that brings me joy.
We’ve grown to 43 stores since 2011, but what matters most is that our values—curiosity, care, and community—remain the heart of Salt & Straw.
All photos courtesy of Salt & Straw
