Sheetz offers 99-cent meatball subs for National Meatball Day: Here's when to get them
National Meatball Day is this Sunday, March 8, and Sheetz is celebrating by offering customers a discount on a popular sandwich.
The restaurant and convenience store chain announced Wednesday it is offering customers 99-cent half-size meatball subs with any purchase from Sunday, March 9, through Tuesday, March 11.
The deal can be redeemed at all Sheetz locations by adding it under the "OFFERZ" tab on the Sheetz app. Customers must make any other purchase to receive the deal and the offer can only be applied once per My Sheetz Rewardz member, according to the company.
New menu item: Chipotle unveils new Honey Chicken protein option: Here's when you can get it
More details on the Sheetz 99-cent meatball sub deal
According to Sheetz's website, a half-size meatball sub contains about 956 calories and varies depending on what type of bread you choose for your sub and what toppings you put in it.
Sheetz operates over 760 locations throughout Pennsylvania, West Virginia, Virginia, Maryland, Ohio, North Carolina and Michigan, according to the company.
Customers can become a My Sheetz Rewardz member by downloading the Sheetz app.
(This story was updated to fix a typo.)Gabe Hauari is a national trending news reporter at USA TODAY. You can follow him on X @GabeHauari or email him at Gdhauari@gannett.com.
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USA Today
7 hours ago
- USA Today
Claire's could close over 1,100 locations if a buyer isn't found soon: court records
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Miami Herald
8 hours ago
- Miami Herald
Goodbye, $165,000 tech jobs. Student coders seek work at Chipotle.
Growing up near Silicon Valley, Manasi Mishra remembers seeing tech executives on social media urging students to study computer programming. 'The rhetoric was, if you just learned to code, work hard and get a computer science degree, you can get six figures for your starting salary,' Mishra, now 21, recalls hearing as she grew up in San Ramon, California. Those golden industry promises helped spur Mishra to code her first website in elementary school, take advanced computing in high school and major in computer science in college. But after a year of hunting for tech jobs and internships, Mishra graduated from Purdue University in May without an offer. 'I just graduated with a computer science degree, and the only company that has called me for an interview is Chipotle,' Mishra said in a get-ready-with-me TikTok video this summer that has since racked up more than 147,000 views. Since the early 2010s, a parade of billionaires, tech executives and even U.S. presidents has urged young people to learn coding, arguing that the tech skills would help bolster students' job prospects as well as the economy. Tech companies promised computer science graduates high salaries and all manner of perks. 'Typically their starting salary is more than $100,000,' plus $15,000 hiring bonuses and stock grants worth $50,000, Brad Smith, a top Microsoft executive, said in 2012 as he kicked off a company campaign to get more high schools to teach computing. The financial incentives, plus the chance to work on popular apps, quickly fed a boom in computer science education, the study of computer programming and processes like algorithms. Last year, the number of undergraduates majoring in the field topped 170,000 in the United States -- more than double the number in 2014, according to the Computing Research Association, a nonprofit that gathers data annually from about 200 universities. But now, the spread of AI programming tools, which can quickly generate thousands of lines of computer code -- combined with layoffs at companies like Amazon, Intel, Meta and Microsoft -- is dimming prospects in a field that tech leaders promoted for years as a golden career ticket. The turnabout is derailing the employment dreams of many new computing grads and sending them scrambling for other work. Among college graduates ages 22 to 27, computer science and computer engineering majors are facing some of the highest unemployment rates, 6.1% and 7.5% respectively, according to a report from the Federal Reserve Bank of New York. That is more than double the unemployment rate among recent biology and art history graduates, which is just 3%. 'I'm very concerned,' said Jeff Forbes, a former program director for computer science education and workforce development at the National Science Foundation. 'Computer science students who graduated three or four years ago would have been fighting off offers from top firms -- and now that same student would be struggling to get a job from anyone.' In response to questions from The New York Times, more than 150 college students and recent graduates -- from state schools including the universities of Maryland, Texas and Washington, as well as private universities like Cornell and Stanford -- shared their experiences. Some said they had applied to hundreds, and in several cases thousands, of tech jobs at companies, nonprofits and government agencies. The process can be arduous, with tech companies asking candidates to complete online coding assessments and, for those who do well, live coding tests and interviews. But many computing graduates said their monthslong job quests often ended in intense disappointment or worse: companies ghosting them. Some faulted the tech industry, saying they felt 'gaslit' about their career prospects. Others described their job search experiences as 'bleak,' 'disheartening' or 'soul-crushing.' Among them was Zach Taylor, 25, who enrolled as a computer science major at Oregon State University in 2019 partly because he had loved programming video games in high school. Tech industry jobs seemed plentiful at the time. Since graduating in 2023, however, Taylor said, he has applied for 5,762 tech jobs. His diligence has resulted in 13 job interviews but no full-time job offers. The job search has been one of 'the most demoralizing experiences I have ever had to go through,' he added. The electronics firm where he had a software engineering internship last year was not able to hire him, he said. This year, he applied for a job at McDonald's to help cover expenses, but he was rejected 'for lack of experience,' he said. He has since moved back home to Sherwood, Oregon, and is receiving unemployment benefits. 'It is difficult to find the motivation to keep applying,' said Taylor, adding that he was now building personal software projects to show prospective employers. Computing graduates are feeling particularly squeezed because tech firms are embracing AI coding assistants, reducing the need for some companies to hire junior software engineers. The trend is evident in downtown San Francisco, where billboard ads for AI tools like CodeRabbit promise to debug code faster and better than humans. 'The unfortunate thing right now, specifically for recent college grads, is those positions that are most likely to be automated are the entry-level positions that they would be seeking,' said Matthew Martin, U.S. senior economist at Oxford Economics, a forecasting firm. Tracy Camp, executive director of the Computing Research Association, said new computer science graduates might be particularly hard hit this year because many universities were just now starting to train students on AI coding tools, the newest skills sought by tech companies. Some graduates described feeling caught in an AI 'doom loop.' Many jobseekers now use specialized AI tools like Simplify to tailor their resumes to specific jobs and autofill application forms, enabling them to quickly apply to many jobs. At the same time, companies inundated with applicants are using AI systems to automatically scan resumes and reject candidates. To try to stand out, Audrey Roller, a recent data science graduate from Clark University in Worcester, Massachusetts, said she highlighted her human skills, like creativity, on her job applications, which she writes herself, unassisted by chatbots. But after she recently applied for a job, she said, a rejection email arrived three minutes later. 'Some companies are using AI to screen candidates and removing the human aspect,' Roller, 22, said. 'It's hard to stay motivated when you feel like an algorithm determines whether you get to pay your bills.' Recent graduates looking for government tech jobs also report increased hurdles. Jamie Spoeri, who graduated this year from Georgetown University, said she majored in computing because she loved the logical approach to problem-solving. During college, she also learned about the environmental impacts of AI and grew interested in tech policy. Last summer, she had an internship at the National Science Foundation, where she worked on national security and technology issues, like the supply of critical minerals. She has since applied for more than 200 government, industry and nonprofit jobs, she said. But recent government cutbacks and hiring freezes have made getting federal jobs difficult, she said, while AI coding tools have made getting entry-level software jobs at companies harder. 'It's demoralizing to lose out on opportunities because of AI,' said Spoeri, 22, who grew up in Chicago. 'But I think, if we can adapt and rise to the challenge, it can also open up new opportunities.' Prominent computing education boosters are now pivoting to AI. President Donald Trump, who in 2017 directed federal funding toward computer science in schools, recently unveiled a national AI action plan that includes channeling more students into AI jobs. Microsoft, a major computing education sponsor, recently said it would provide $4 billion in technology and funding for AI training for students and workers. Last month, Smith, Microsoft's president, said the company was also assessing how AI was changing computer science education. Mishra, the Purdue graduate, did not get the burrito-making gig at Chipotle. But her side hustle as a beauty influencer on TikTok, she said, helped her realize that she was more enthusiastic about tech marketing and sales than software engineering. The realization prompted Mishra to apply cold for a tech company sales position that she found online. The company offered her the tech sales job in July. She starts this month. This article originally appeared in The New York Times. Copyright 2025
Yahoo
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Chipotle used to be a dream gig. Then employees started singing the burrito bowl blues.
In 2017, Jacob Schneider, then 16, landed his first job at a Chipotle in Lawrence, Kansas. It offered "decent" pay for a person his age, he says, above minimum wage, as well as robust training. "I learned how to do my job really fast," he tells me. "I didn't notice a lot of bad things at first," he says. But eventually, he felt, training quality started to decline. Breaks got shorter. Equipment would break and not get fixed; a cooler was out of operation for about a year, Schneider says. "A lot of corners were being cut over time." The deterioration took its toll. "The morale of the whole store was basically terrible," he says. When he started, people rarely talked about leaving. By last year, the most common topic he and his coworkers discussed was how much they wished they could quit. "It was just getting worse and worse and worse." Schneider was witnessing Chipotle making a sharp U-turn. Founded in 1993 by Steve Ells, a former sous chef at a San Francisco fine dining pioneer, Chipotle became an elevated fast food juggernaut with more than 3,700 locations around the world, going public in 2006. But the company suffered a series of food-borne illness outbreaks starting in 2015, when 60 people were sickened across nearly a dozen states. All restaurants closed for half a day in February 2016 to deal with food safety. Then another norovirus outbreak hit in 2017. Ells stepped down as CEO a few months later, and he was replaced by Brian Niccol, who had just served as CEO of Taco Bell. Niccol led a dramatic turnaround. The efficiency-focused changes he put in place — including order screens, delivery, and "Chipotlanes" drive-throughs — helped the company's annual revenue surge from $4.9 billion in 2018 to $11.3 billion in 2024. Its stock jumped tenfold, from $6 a share in early 2018 to more than $60 when Niccol left in mid-2024 while its market cap grew from $9 billion to more than $80 billion. As happy as these changes made shareholders, the change in culture has been much more than a vibe shift for the company's 130,000 employees. Current and former employees say that Chipotle was once a special place to work — a cut above in fast casual dining — that has since been consumed by a fast food ethos that, for its workers, has made its restaurants barely distinguishable from a Burger King or Domino's. In the past few years, evidence of a downgrade for staff has been popping up around the country. In 2022, Chipotle agreed to a $20 million settlement with New York City over claims of 599,693 violations of the city's scheduling and paid leave laws, more than any company has paid in a worker protection settlement in the city's history. In 2024, the company appeared in the second-place spot, behind Amazon, on the New York City Comptroller's "Employer Wall of Shame," where it still appears. Chipotle also agreed last year to pay $2.9 million to Seattle-based employees in a settlement over allegations of failing to give extra pay for schedule changes and retaliating against employees who didn't take shifts they hadn't been scheduled for — the largest settlement the city had reached since its scheduling law took effect. That same year, a study of Glassdoor reviews from more than 550 of America's largest employers found that Chipotle had the second-highest rate of employee burnout (behind Progressive insurance). In a statement to Business Insider, Chipotle's chief corporate affairs officer Laurie Schalow writes, "Our employees are our greatest priority, and we are committed to providing a best-in-class work experience that includes robust training and development programs." Business Insider spoke with eight current and former Chipotle employees in four states whose tenures span from 2012 to the present; four of them have been involved in union organization efforts. Each told the same story, resonant with the broader allegations and superlatives: Many of the qualities that made Chipotle stand out as an employer — offering a stellar working experience where they were well-trained and valued and able to offer customers a high-quality experience — have precipitously declined. For a fast food brand, Chipotle has lofty values. "Our purpose is to cultivate a better world," its website states. It has long prided itself on offering only fresh food — it doesn't have freezers at its restaurants, a rarity in an industry where the majority of ingredients are frozen. It also makes promises to its employees. "Being real means treating our people right," reads the company's mission statement. "Chipotle brands themselves as the cool fast food place to work," says Quinlan Muller, who started working at the Lawrence, Kansas, location with Schneider in 2018. It pays better than many of its competitors: According to survey data from the Shift Project, a research venture from Harvard's Kennedy School and UC San Francisco that tracks low-wage workers over time, Chipotle employees report earning $16 an hour on average nationwide, while Burger King and Domino's pay $14. Arrow Smith took a job at the Augusta, Maine, franchise a few years ago because a previous job at Dollar General "wasn't paying me enough to survive," and they could make a dollar or two more per hour at Chipotle, plus tips. Anna started out at minimum wage at a location in Ohio in 2012, but quickly was making over $60,000 a year between raises and regular bonuses for exceeding sales metrics. She says she also got "excellent" health and dental benefits. She made more, in fact, than she does now in a marketing job. (She asked Business Insider to use a pseudonym because her husband still works at Chipotle.) With the higher pay came higher expectations. "You had to be near perfect on everything," Anna says. If she prepped produce that wasn't cut to the right size, it would get thrown out, and she would start over. "I never worked for a fast casual or fast food restaurant that had such a high level of standards," she says. "It was a great environment." Those standards, the people Business Insider spoke with say, were upheld by a rigorous training program that looked more like those at the Culinary Institute of America, Ells' alma mater, than what is typical in the fast food industry. Muller came into her job at Chipotle fresh off a short stint at another fast food company where the training barely existed. At Chipotle, she was able to get trained in lots of different positions. "It felt more fulfilling," she says. The training had a built-in progression to help people move from crew to managers and above. "They wanted to grow people and bring them up," McNease says. A new hire started out by watching training videos for each position and looking through booklets that broke down every minute aspect of the job. Then workers would watch other people do the tasks before doing the tasks themselves with a trainer to offer feedback. "It was a really in-depth process," says Brandi McNease, who started as a crew member at a location in Augusta, Maine in 2016. Workers were trained for multiple positions, from manning the tortilla press to grilling the food in the back. The training also had a built-in progression to help people move from crew to managers and above. "They wanted to grow people and bring them up," McNease says. Smiling Estrella, who started working at a New York City Chipotle in 2016, was promoted from crew to kitchen leader within three years. After the first food-borne illness outbreaks, sales volumes and the company's stock plummeted. Ells left his perch as CEO to find someone, he said at the time, who could help the company "execute better to ensure our future success." Brian Niccol espoused a fast-food mindset that Chipotle had previously eschewed. "His experience and worldview is processed, profitable, and not very organic foods," says Michael W. Morris, a professor at Columbia Business School. "He's an MBA quantitative marketing kind of guy, good at cutting costs in supply chains." Niccol brought in executives from Bloomin' Brands, which owns fast casuals Outback and Carrabba's, and Panda Restaurant Group, the owner of Panda Express. Niccol left Chipotle last summer to become CEO of Starbucks. Chipotle's new CEO is cut from the same cloth: Scott Boatwright, who joined in 2017, had spent the previous 18 years at Arby's. With Ells' exit came a change in internal culture. "You can't have an organizational culture of a fast food restaurant and maintain a brand image of an organic, sustainable place," Morris says. It "doesn't allow for the craft feeling or for the people who are passionate about food to be displaying that passion." Chipotle says it still conducts intensive "real culinary training." In a video on its recruitment site, a worker named Ryan says that when he started there, "they had so many step-by-step processes on how to learn everything." Schalow says in her statement, "We have always had new worker training, and we continuously re-assess our training program and revise it as we deem appropriate." Each of the workers Business Insider spoke to say that the company's training quality has dropped off. By the time Leslie (who asked that Business Insider use a pseudonym; she still works at Chipotle) started working at a New York City location in 2019, she didn't get to watch a video or receive any hands-on guidance before she was put to work, she says. For each task, she says, "they would explain it maybe once and that's it." She didn't know how to wrap burritos for four months and figured it out by asking people to help her and watching videos during her off hours, she says. At the Augusta store, McNease says, "It was pretty clear that what I had stepped into was a transition period that was not going in the right direction." New hires started to be put on the floor with no training, she says. "It got to the point where you were lucky if you got to watch videos." The same was happening in Kansas, as new hires wouldn't know how to do important tasks, Muller says. Thomas started working at the same Chipotle in 2022 (he also asked that I use a pseudonym). By the time he left in late 2023, he says he consistently had to correct employees on food safety procedures. In her statement, Schalow says the company's current training program "includes food safety training, workplace and employment-related training, and a range of operational training for various roles." When Schneider first started, there was a strict rule enforced that no one under 18 could use a knife; later on, kids as young as 16 were doing that prep work, he says. Schalow says the company has "policies and procedures that comply with state laws for the employment of 16- and 17-year-olds." Thomas says the focus switched from creating high-quality food to drilling down on portions — not giving customers too much. Managers "really started hammering that into us," he says. Employee scheduling has also been tumultuous. According to Shift Project data, three-quarters of Chipotle employees it surveyed say they get their schedules less than two weeks in advance. More than a third get their schedules with less than a week's notice. Shifts also move frequently: Three-quarters of Chipotle employees report having received a shift timing change in the previous month; 22% had a canceled shift. When it comes to employee scheduling, "Chipotle is really at the bottom of the heap" of comparable restaurants, says Daniel Schneider, a principal investigator at The Shift Project. Kristen Harknett, another principal investigator, says that canceled shifts are "extremely disruptive," particularly for workers who show up to a shift only to be sent home without receiving any pay. When it comes to employee scheduling, "Chipotle is really at the bottom of the heap," says Daniel Schneider of The Shift Project. In Kansas, managers put up a printed schedule once a week on Saturday night or Sunday, say Schneider and Muller. There was no way to access it online; if someone didn't work that day, they might not know they were supposed to show up the following one. At the Maine store, workers sometimes wouldn't have their schedules by Sunday and would be told to show up to whatever shifts they had been scheduled for the previous Monday, says McNease. All the workers Business Insider spoke to also say that staff was so lean that employees on any given shift weren't able to handle the crush of customers, and that many shifts were chaotic. At the Augusta Chipotle, Smith says, "It went from awesome and well-staffed to a skeleton crew in like a month." McNease says managers told workers to work more hours and take over more positions without extra pay. Prep tasks like chopping food with sharp knives were done by two people instead of six, she adds, leading to injuries. One coworker cut his fingers seven or eight times trying to cut meat fast enough to keep up with the line of customers, Smith says. "Every day felt like a new set of small catastrophes. We were begging for more staffing, more help, and they just wouldn't send us anybody." McNease also says that food would get left out too long and dirty dishes piled up. At the Lawrence Chipotle, says Muller, there were shifts with one person working on the line in the front and a shift manager in the back cooking food. Sometimes the store would get so busy that no one would be able to properly wash dishes and bowls between uses. During the company's earnings call in April 2025, Boatwright noted that internal research had found that some restaurants were unclean during peak hours. Employees blame the hecticness, in part, on climbing turnover rates. In 2016, the rate was 130%, according to the company. By 2021 it had swelled to 194%, meaning nearly twice as many people left as were employed there that year. Rates have fallen since then, clocking in at 145% in 2023 and 131% last year. "We firmly believe in consistent and predictable scheduling and providing our employees with sufficient advanced notice of their schedule," says Schalow. "Our staffing levels are the best they have been in recent years, and we continue to see record low turnover rates in our restaurants." The issues have trickled down to customers, who workers say have had to wait in longer lines or forgo ingredients that couldn't be cooked and prepped in time. Last year, after a chorus of customers accused the company of skimping on portions on TikTok, a Wells Fargo restaurant analyst ordered and weighed 75 iterations of the same item at eight locations across New York City — and found a lot of variation. Niccol denied there was any directive to offer smaller portions, and announced training to ensure consistent amounts across locations — although not before a shareholder lawsuit over the matter. "We have not changed our portion sizes, and we have reinforced proper portioning with our employees," says Schalow. "If we did not deliver on our value, we want our guests to reach out so we can make it right." More and more often, customers get nasty with employees. "We'd get yelled at, screamed at," Anna says. "It got so much worse as the years went on." In response to the portion-skimping allegations, customers have taken to filming workers as they make their burritos. It made employees "really uncomfortable to have cameras in our faces while we were working," Thomas says. "People were very rude about it." Schalow at Chipotle says, "We do not condone guests who mistreat our teams and fail to give them the respect they deserve." "A lot of people would lash out," says Smith. "It got really dehumanizing." Anna, who had at one time loved her job so much she planned to stay as long as she could, says that the job became so disorganized and overwhelming that she quit after eight years with the company. In April's earnings call, Boatwright also noted that employees were "not as friendly as we probably should be in restaurant." His solution: Urging them to greet customers with a friendly smile. "The fact is," he said, "smiles down the line don't slow us down." In recent years, a number of Chipotle workers around the country have decided to organize. In New York, Leslie was approached by SEIU 32BJ, a union that organizes primarily low-wage workers like cleaners and food service workers. She had previously been in a union while working at a nursing home, and she liked the idea of having one at Chipotle, too. Chipotle did not agree, she says. "I'll tell you one thing, Chipotle hates the union," says Smiling Estrella. After he was on the news for attending a protest in New York, Chipotle accused him of forcing someone to work during his unpaid break and making employees clock out before working to close up the store. He denies it, calling the accusations "lies." In early 2023, he was fired. "That was really freaking hard," he says. "I went through a deep depression." He nearly lost his apartment as he struggled to make rent, and his phone service was cut off twice. In 2023, Chipotle was hit by seven unfair labor practice charges in New York City, the most of any employer. There are four open charges against the company sitting with the federal National Labor Relations Board for alleged behavior such as unfairly disciplining and threatening workers. Workers at a Michigan location prevailed in forming a union. In 2022, employees at a Chipotle in Lansing overwhelmingly voted to join the International Brotherhood of Teamsters to address what they said were similar issues of understaffing and inconsistent schedules. The workers say they were barraged by captive-audience meetings and anti-union messaging; the NLRB found the company had violated labor law by trying to deny raises to the unionized workers. They are, to date, the only unionized location. More than two years later they don't have a contract. No other union campaign has succeeded. In March 2022, the "wheels started to fall off" at the Augusta location, McNease says. She had been trying to do training "correctly," but struggled, particularly as people kept quitting. A gas leak in the restaurant started making people sick, and it took the company weeks to send someone out to fix it, she says. That's when she got in touch with someone she knew who was in a union to find out more about the process. The first step, she was advised, was to talk to coworkers about forming a union. "It immediately just took off," she says. Employees were primed for it. "We were just tired of corporate not listening to us. We were literally begging for help," Smith says. On June 15, McNease sent an email on behalf of her coworkers to the restaurant's team director, laying out their demands. It said that, since the previous December, the store had gone without training for new or existing employees, that two workers had been "routinely expected" to complete the prep tasks usually done by six, and that three or four people had to open the store, work that required seven people. These issues put not just employees but customers at risk, with food safety "compromised," McNease wrote. If the company didn't schedule a "full crew" to open the store by the following morning, the letter said, they wouldn't show up to work until they had enough staff and training. That kicked off a two-day walkout. Six days later, the workers became the first Chipotle location in the country to file for a union election with the NLRB. "Management descended on us immediately," McNease says. Employees were called into mandatory meetings that were filled with anti-union rhetoric. The company made new hires that diluted the organizing unit, McNease says; managers screamed at people and overloaded supporters with tasks. People were sent home for slight uniform infractions and fired for "stupid reasons," Smith says. Then, on the same morning that the workers had an NLRB hearing to set an election date, Chipotle sent employees notice that it was shutting the store down permanently. "It was like the rug had been pulled out from under us," McNease says. Workers settled with the company, receiving a total of $240,000 in back pay. "We fought so hard," McNease says, "and in the end, they were able to just walk away." "We respect our employees' rights to organize under the National Labor Relations Act and are committed to ensuring a fair, just and humane work environment that provides opportunities to all," says Schalow. "We closed our Augusta, Maine restaurant because of location-specific staffing challenges of this fairly remote location and other issues, not because of any union activities of the employees there." Muller started talking to her coworkers about unionizing around the time McNease's campaign faltered. She drew up a petition for the NLRB and quickly got most of her coworkers to sign. After management found out in October 2022, the company deployed similar tactics as those in Maine, she says. Higher-ups workers had never seen before showed up, employees say, pulling them into lengthy one-on-one meetings with anti-union talking points; employees felt they were disciplined or even fired for small things that had never previously raised alarm bells. That December, one of Muller's friends came in for a burrito bowl and some chips in the evening, and Muller offered her the chips for free before they got thrown out for the day, a practice accepted by other managers, she says. Her manager wrote her up, and she was fired for stealing. It happened just days before a deadline to have Chipotle reimburse her tuition for the semester, costing her $2,600. She was unemployed for six months. It was also emotionally difficult to lose her job. "It was kind of a part of my identity," she says. Muller filed complaints with the NLRB, which later found that the restaurant had punished workers who were involved in unionizing and had tried to discourage the effort, leading to a settlement that required Chipotle to post a notice about workers' rights to organize. No one was reinstated or given back pay. The union campaign fizzled. "Everyone was scared," Schneider says. Nearly a year into Boatwright's tenure as CEO, Chipotle keeps expanding — it plans to open more than 300 locations this year — though there are signs of trouble. The company's same-store sales have declined for two consecutive quarters in 2025, the first two quarterly drops since the COVID-19 pandemic. Chipotle's stock sits at $41.44, down 37% from a high of $66.16 last December. After more than seven years at Chipotle, Schneider left last year after he graduated from college. He even took a pay cut to take his new job as a graphic designer. But now he feels respected and valued as a member of a team, and the person above him treats him "like a person." "I've never been happier, honestly," he says. Bryce Covert is an independent journalist writing about the economy. She is a contributing op-ed writer at the New York Times and a contributing writer at The Nation. Read the original article on Business Insider Solve the daily Crossword
