Maintaining Impact While Scaling: Seth Goldman Of ‘Just Ice Tea’ On How To Balance Social and Environmental Missions with Business Growth
…Well, in the beginning, I was always trying to do right by people, but I didn’t always know if that was the right long-term strategy. I think there were moments where I did the right thing, but I wasn’t necessarily thinking about how it would play out over time. Now, with the benefit of experience — especially seeing what’s happening with Just Ice Tea — I realize even more how important those early choices were. Not because you go into business expecting that doing the right thing will pay off later, but because when you handle relationships with the right intentionality and respect for your partners, there’s really no downside. It creates long-term value. The unexpected surprise is that we got to see the benefits of those values a second time when we launched Just Ice Tea. Going back in, we realized how much those strong relationships mattered…
I had the pleasure of talking with Seth Goldman. Seth is an American entrepreneur known for his role in reshaping the beverage industry with a focus on sustainability, health, and social responsibility. He is the co-founder of Just Ice Tea, a widely recognized organic, Fair Trade Certified bottled tea brand, and has played a key role in various mission-driven food ventures. Throughout his career, Goldman has championed ethical sourcing, environmental stewardship, and Fair Trade practices while maintaining a pragmatic approach to business growth.
Goldman was born and raised in Wellesley, Massachusetts, in an academically inclined household. His father specialized in Russia’s economy, while his mother focused on China’s history, fostering an environment where global issues and intellectual curiosity were central to family discussions. His upbringing instilled in him both a drive for academic and professional achievement and a strong belief in taking action on issues that mattered. As a child, he exhibited early entrepreneurial instincts, selling golf balls retrieved from a nearby course to passing golfers.
Goldman attended Harvard University, where he earned a degree in government in 1987. After graduation, he spent time teaching English in Moscow, an experience that broadened his global perspective. He later pursued an MBA at Yale School of Management, where he met Professor Barry Nalebuff, who would later become his business partner in launching Honest Tea.
His career began in the nonprofit sector and in government, working on Capitol Hill and a presidential campaign before transitioning into business. He joined Calvert, a socially responsible investment firm, where he focused on the environmental and social impact of investments. However, he soon felt a pull toward entrepreneurship and began searching for a business idea that aligned with his values.
The inspiration for Honest Tea came in 1997 when, after a run in New York City, Goldman found himself searching for a beverage that was less sweet than the options available on store shelves. He recalled a conversation with Nalebuff about the lack of lightly sweetened, organic bottled teas in the market. With this idea in mind, he began working on the concept, eventually leaving his job at Calvert to fully commit to the venture.
Honest Tea launched in 1998, initially operating out of Goldman’s home. The company secured its first major retail order from a store that later became part of Whole Foods Market. Goldman personally delivered the first batches, using thermoses and a repurposed Snapple bottle with a homemade label. The company quickly gained a following, appealing to consumers looking for healthier, organic beverage options. By 2006, Honest Tea had grown significantly, selling over a million cases annually.
The brand’s success attracted the attention of The Coca-Cola Company, which purchased a 40% stake in 2008 and acquired the remaining shares in 2011. Goldman remained involved with Honest Tea for several years under Coca-Cola’s ownership but later moved on to pursue other ventures. In 2022, Coca-Cola discontinued the Honest Tea brand, prompting Goldman to return to the beverage industry with a new venture.
That same year, he co-founded Just Ice Tea, a brand dedicated to organic, Fair Trade Certified iced teas. The name carries a dual meaning, emphasizing both the purity of the ingredients and the commitment to justice for tea-growing communities. Unlike Honest Tea, Just Ice Tea avoids plastic bottles, opting instead for glass and aluminum cans. The company quickly gained distribution in major retailers like Whole Foods and will be available soon in CVS and Target.
In addition to his work in the beverage industry, Goldman has been deeply involved in plant-based food ventures. He serves as the Executive Chair of the Board at Beyond Meat, a company focused on meat alternatives, and co-founded Eat the Change, which produces organic, plant-based snacks.
Throughout his career, Goldman has maintained a strong commitment to ethical business practices. He has been a vocal advocate for organic farming, Fair Trade, and sustainable supply chains, arguing that businesses can be both profitable and purpose-driven. He believes that long-term success comes from investing in relationships with suppliers and consumers rather than making short-term trade-offs.
His contributions to socially responsible business have earned him numerous accolades. He has been inducted into the Washington, D.C. Business Hall of Fame, named CEO of the Year by the Partnership for a Healthier America, and recognized as Climate Visionary of the Year by EARTHDAY.ORG. In 2023, he received the Social Impact Honor from the Organic Trade Association.
Despite his success, Goldman has remained hands-on in his approach, frequently visiting the tea-growing regions where his companies source ingredients. These visits reinforce his belief that business can be a force for good, not only providing high-quality products to consumers but also improving economic conditions for farming communities.
Goldman lives by the philosophy that purpose and profit are not mutually exclusive. He continues to challenge conventional business models, encouraging entrepreneurs to integrate sustainability and social impact into their ventures. Through Just Ice Tea, Eat the Change, and his ongoing work with Beyond Meat, he remains at the forefront of mission-driven entrepreneurship, proving that ethical business practices can drive both market success and meaningful change.
Yitzi: Seth, it’s so nice to meet you. Before we dive in, our readers would love to learn about your personal origin story. Can you share with us the story of your childhood and how you grew up?
Seth: Great to be with you. Sure! I grew up in Wellesley, Massachusetts. My parents were both professors — my dad was a specialist in Russia’s economy, and my mother was a specialist in China’s history. So there were always big ideas being discussed at the dinner table. I think there were also high expectations when it came to academics and career accomplishments. And there was this understanding that if there was something we cared about, we were expected to do something about it.
That was one element of my upbringing. The other was just growing up in the suburbs, not far from Wellesley College, where my dad taught. There were lots of opportunities to be active and try different things. One of the things my neighbors and I used to do was sell golf balls. We lived near the Wellesley College golf course, and we’d often find golf balls in the bushes and then sell them back to the golfers. So that was an early entrepreneurial undertaking.
Yitzi: That’s a great story. So, can you share how you got started on this fantastic career?
Seth: Yeah! I had been working in cause-related organizations — I worked on Capitol Hill, on a presidential campaign, and in the nonprofit sector in Baltimore. Then, after business school, I moved to Bethesda, Maryland, to work for a company called Calvert, which focused on what they called socially responsible investing. That meant looking at the environmental and social impact of investments.
I enjoyed the work, but I started feeling restless. I wanted to create something from scratch, but I was looking for the right idea. This was in 1997. In the fall of that year, I gave a presentation to a group of institutional investors in New York City. Afterward, I went for a run, and when I finished, I was thirsty. I stopped at a beverage cooler and saw so many choices, but none of them were what I was looking for — a less sweet drink. That moment set me on the path to launching Honest Tea.
I reached out to my business school professor, Barry Nalebuff. When I was a student, we had talked about the need for a less sweet drink, and he had just returned from India, where he had been studying the tea industry. He had even come up with the name “Honest Tea.” A lot of ideas collided at once, and I realized this was something I could get excited about.
I had no experience in the beverage industry, but I was willing to learn. I started working on the idea over weekends, talking to different people, and putting plans together. By the end of 1997, I left my job at Calvert and launched Honest Tea out of my house in 1998.
My first big break came when I managed to get a meeting with a buyer for a store that later became part of Whole Foods. I showed up with five thermoses and an empty Snapple bottle with a homemade label pasted on it. I convinced the buyer to give it a try, and that’s how Honest Tea got its start.
Yitzi: You probably have some amazing stories from this fascinating and successful career. Can you share one or two moments from your professional life that stand out the most in your mind?
Seth: Oh boy, there are so many. One thing that has always stuck with me is visiting the tea gardens where we source our tea leaves. These are communities that, by any standard, are poor — whether in India, Africa, or China. But when we work with them and become their partners, we can invest back into those communities. We’ve helped build schools, improve healthcare access, and even invest in basic infrastructure that helps them become economically self-sufficient. Those trips are always inspiring, impactful, and motivating. Part of my job is to share that experience with our team so they can appreciate the impact we’re making as well.
Another moment that stands out is seeing how building a brand can truly impact people. When we work with stores and get our product into the market, we start hearing from consumers who say our drinks have helped them transform their diet or find a moment of calm in a chaotic world. Some people tell us Honest Tea is their little daily ritual — something that helps them feel centered. It’s always wonderful to hear how something as simple as a drink can make a difference in people’s lives.
Yitzi: It’s said that sometimes our mistakes can be our greatest teachers. Do you have a humorous mistake you made when you were first starting out?
Seth: Oh my gosh, so many! But one that really stuck with me happened in our first year — actually, in the first few months after we launched. I was driving around the East Coast with a college classmate in a U-Haul truck, literally going from store to store. Sometimes we had introductions, sometimes it was just a cold call. I’d walk in and say, “I’ve got cases of tea in the truck — can I sell these to you?”
One day, we were up in Cambridge, Massachusetts, and had just convinced Legal Sea Foods — a well-known restaurant chain — to carry our product in their coolers. We were so excited and decided to celebrate by grabbing dinner in Harvard Square. We pulled into a parking garage, and my friend said, “I don’t think we should park here.”
I asked why, and he pointed to a sign that said 8-foot clearance. Our truck was 10 feet tall. I said, “I think we can make it.”
We definitely did not make it.
We smashed the top of the truck into the ceiling, broke some lights, and I had to pay for the damages. It was a very literal lesson in understanding limits. As entrepreneurs, our job is to push boundaries and do what people say isn’t possible. But at the same time, there are some hard facts you just can’t argue with — like a 10-foot truck not fitting into an 8-foot garage!
Yitzi: Great story. So, tell us about the exciting projects you’re working on now.
Seth: Yeah! With Just Ice Tea. We’ve been in business since 2022, but now we’re rolling out nationally in chains like CVS and Target. We’re also running tests with Walmart and 7-Eleven this year, which is exciting. We’re seeing a lot of growth opportunities, which helps expand the brand, increase awareness, and bring in new customers.
We also just launched a canned tea line. We’ve always had glass bottle tea, but now we’re introducing some varieties in cans. That’s what we’re launching in Target, and some of these formulations are brand new. For example, we have a mint herbal tea in a can called Enjoy Mint, which is really delicious. We previewed these new varieties at a natural products trade show in Anaheim this month, and the response was fantastic.
Yitzi: You know, when I first saw Honest Tea, I thought that was such a brilliant pun. Do you like puns?
Seth: We love puns! And of course, with Just Ice Tea, which some people read as Justice Tea, there’s that playful element too. I definitely appreciate it. My co-founder Barry is great with puns, and our other co-founder, Chef Spike, enjoys them as well. We have a lot of fun with it.
That said, we try to be mindful of making sure the consumer actually gets the pun — it can’t just be an inside joke. But it’s a fun way to add personality to the brand. What we do is serious work, but we also want to make it accessible and engaging for consumers. The puns help keep things lighthearted.
Yitzi: How is Just Ice Tea different from Honest Tea?
Seth: In many ways, it’s very similar. We’re still using glass bottles, but one key difference is the sweetener — we use agave instead of sugar, which is what Honest Tea used. Another big shift is that with Honest Tea, we had plastic bottles, but with Just Ice Tea, we’re sticking to glass and cans only.
When Honest Tea first launched in 1998, we only had some organic ingredients, and it took time to transition to fully organic and Fair Trade. With Just Ice Tea, we committed to only using organic and Fair Trade ingredients from the very beginning. We’re also leaning even more into our partnerships with tea-growing communities. For example, our canned tea is sourced from Mozambique, and we’re working on building a health clinic in the tea-growing community there. We’re really excited about the impact we can make.
Yitzi: So, that’s the justice in Just Ice Tea.
Seth: Exactly, exactly!
Yitzi: That’s great. Beautiful. You know, I have diabetes, so I don’t drink sugar. I drink a lot of tea — like herbal teas. Is there any interest in making strong, flavorful tea with zero sugar?
Seth: Yes! We actually have three varieties with zero sugar: Original Black Tea, Original Green Tea, and we just launched a Golden Oolong. The Oolong is very flavorful but has no calories.
Yitzi: So, let’s get to the core of our discussion. You’re running a purpose-driven business. But for the cynics out there — some argue that business is just about making money for shareholders, not about promoting social justice. How do you respond to that?
Seth: I don’t think those are mutually exclusive. We are absolutely committed to making money for our shareholders and growing a business, and we can do that while also making purpose a key driver of value.
If you look at the case study of Honest Tea, there were plenty of tea brands on the market at that time, but Coca-Cola found it valuable because we created something meaningfully different. For us, purpose is a form of differentiation. It’s something we truly believe in, so that makes it both meaningful and beneficial.
I reject the idea that you have to choose one over the other. For us, organic sourcing ensures that our ingredients are clean and that the ecosystems we work with remain sustainable. Fair Trade helps us build a resilient supply chain and invest in communities that will be long-term partners. We’ve seen the benefits of that, especially when you look at global supply constraints — whether it’s water shortages or crop diseases. Suppliers are more likely to prioritize the partners who have supported them over time.
And I’ve seen this firsthand as we’ve launched Just Ice Tea. Our partners have been incredibly responsive and supportive because we’ve invested in these relationships over the years.
Yitzi: So you’re saying it’s not just a matter of branding — having a believable brand — but that, in the long run, it actually makes the business stronger and more sustainable?
Seth: I wouldn’t necessarily say more profitable, but I don’t see it as a tradeoff. For a long-term business, what we’re building is more powerful when it’s rooted in strong values.
Yitzi: That’s great. A lot of purpose-driven companies struggle with balancing profitability while staying true to their core values. Have you ever faced a situation where you had to stick to your values at the expense of growth?
Seth: No, it’s really more a matter of timing. For example, when Honest Tea first started moving toward Fair Trade, we introduced one variety that was well received. Then we looked at the numbers and asked, “Could we make everything Fair Trade?”
We realized that if we tried to do it overnight, our margins would have been upside down. We wouldn’t have made any money, or we would have had to raise prices significantly, which would have been tough on the business. So instead, we took a long-term approach. We knew it wouldn’t happen overnight, but over the course of 10 years, we made it happen.
That’s the healthy way to approach it. You have to make sure you’re still building a sustainable business and take a long-term view. The other key is to avoid taking steps backward. If we had hit tough moments and decided to compromise on our values, that wouldn’t have helped what we were trying to build.
Yitzi: That’s great. In recent years, the term greenwashing has become more prominent. What do you do to ensure that sustainability and social good are truly embedded in your business model and not just an afterthought?
Seth: Yeah, for us, that’s where labeling becomes really important. The fact that we have the organic seal and the Fair Trade seal — those are third-party verified certifications. Even if we wanted to, we couldn’t fake them. The organic certification is a federally enforced standard, and if we were ever out of compliance with Fair Trade standards, they could call us out on it. That kind of reputation damage is the fastest way to kill a brand. So relying on third-party verification keeps us accountable and ensures our commitments are real.
Yitzi: This is our signature question — you’ve been blessed with a lot of success. Looking back to when you first started, can you share a few things you’ve learned that you wish you knew in the beginning about building a successful mission-driven company?
Seth: Hmm. Well, in the beginning, I was always trying to do right by people, but I didn’t always know if that was the right long-term strategy. I think there were moments where I did the right thing, but I wasn’t necessarily thinking about how it would play out over time.
Now, with the benefit of experience — especially seeing what’s happening with Just Ice Tea — I realize even more how important those early choices were. Not because you go into business expecting that doing the right thing will pay off later, but because when you handle relationships with the right intentionality and respect for your partners, there’s really no downside. It creates long-term value.
The unexpected surprise is that we got to see the benefits of those values a second time when we launched Just Ice Tea. Going back in, we realized how much those strong relationships mattered.
Yitzi: Going back to core values — there are many aspects of justice. When we think about social justice, we can break it into so many parts: economic justice, racial justice, gender equality, education equality, healthcare equality, criminal justice, and more. Which of these is most important to you, and how do you decide which to focus on?
Seth: The great thing is, we don’t have to choose. When we think about Just Ice Tea, we see justice applied in multiple ways.
First, there’s justice for the people in our supply chain. Many of these communities work at a commodity level, meaning subsistence farming. By paying a premium for Fair Trade, they’re able to invest not just in meeting their daily needs but also in building a better future.
Then there’s justice for the consumer — we provide a product that’s better for their health and environmentally cleaner. With organic tea, consumers aren’t ingesting chemical pesticides or fertilizers.
And finally, there’s justice for the environment. Tea-growing ecosystems are fragile, and by sourcing responsibly, we help nurture these environments rather than depleting or polluting them.
The best part is that all three of these — economic justice, health justice, and environmental justice — can be addressed through the same purchasing decision. Different consumers might prioritize different aspects, but we don’t have to choose just one.
Yitzi: Do any of these commitments add cost to the consumer?
Seth: Well, organic ingredients do cost more because there’s simply less of them available. But one advantage of tea is that, as an ingredient, it’s relatively inexpensive compared to the overall size of the bottle.
So, we’re priced competitively with other bottled tea brands — even while using glass bottles instead of plastic. We’re not positioning ourselves as a super-premium brand where consumers have to choose between buying our product or having lunch. It’s an accessible choice.
Yitzi: That’s great. And all of these aspects — they’re all verified by third parties?
Seth: Yes, organic and Fair Trade are both third-party verified. Absolutely. Not to mention OU Kosher as well, which is also third-party verified.
Yitzi: Wonderful. Thank you for doing that. So, this is our final aspirational question. Seth, because of your amazing work and the platform you’ve built, you’re a person of enormous influence. If you could spread an idea or inspire a movement that would bring the most good to the most people, what would it be?
Seth: I think there’s an assumption in our society that for business to be effective, it has to be extractive. Even going back to your opening question — this idea that you can’t do both, that a business either makes money or does good. But I think that’s just a failure of imagination.
I’d love to challenge existing business models and ask: What if your business had a more noble purpose? Could you still accomplish what you need to? And how could you do it differently?
Often, that kind of thinking leads to unexpected opportunities — new ways to innovate, new ways to reach customers, and new ways to create value. If we gave both business leaders and consumers the chance to pause and think differently about the businesses they’re involved in, I believe it could unlock a lot of potential for positive change.
Yitzi: So, Seth, how can our readers learn more about what you do, and how can they purchase Just Ice Tea?
Seth: Our teas are sold across the country — at Whole Foods, Sprouts, Target, and CVS, as well as online. People can also follow us on Instagram or connect with me on LinkedIn. Those are two of our most active platforms, where we share updates about our journey and mission. We’re always happy to share more.
Yitzi: Seth, it’s so nice to meet you. It’s been amazing hearing about your great work. I wish you continued success, and I hope we can do this again next year.
Seth: Great, thank you. You’re great to talk to.
Maintaining Impact While Scaling: Seth Goldman Of ‘Just Ice Tea’ On How To Balance Social and… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.