The Big Interview: Chipotle

When Ben Williams first put on the Chipotle apron more than two decades ago, he probably didn’t expect that journey to take him across continents and into the executive suite. Today, as managing director for Chipotle Europe, Williams is leading the charge of the fast-casual brand’s steady rise in the UK. 

His journey, from the restaurant floor to the executive team, is not just a personal success story – it’s an example of what Chipotle stands for. At a time when the fast-casual market is saturated with lookalikes and trend-chasers, Chipotle is playing the long game: fresh food, sustainable practices and a people-first approach that starts in the kitchen and reaches all the way to the boardroom.

Built from the ground up

Williams has stayed with Chipotle for over 20 years – an impressive tenure in any industry, let alone fast casual dining. Starting his career as an assistant manager in San Diego in 2004, he found his feet in Chipotle’s ethos. When asked what’s kept him committed, the answer is simple but powerful: purpose.

When you talk to Williams about leadership, it’s clear he values humility and experience over hierarchy. He’s not just managing a brand – he’s lived every level of it. “It’s been an honour to grow alongside Chipotle, a people-first company rooted in its mission to cultivate a better world,” says Williams. “Supporting the professional growth and development of our restaurant team members for more than two decades has been extremely rewarding and it keeps me motivated.”

Williams’ leadership style reflects Chipotle’s culture: practical, inclusive and deeply grounded in its purpose. And when asked if he believes leaders should have ground level experience? “Absolutely,” he says. He believes that to lead effectively, especially in a brand that thrives on consistency and culture, you need to have worked behind the line. “Everything we do is in service of our guests or those who serve our guests,” he says. “So having in-restaurant experience is extremely valuable.”

Chipotle requires all corporate employees in its Restaurant Support Centre to go through hands-on training in its restaurants as part of their onboarding. They don’t just watch, they’re put to work – from prep, to cooking, serving and cleaning. It’s about immersion. “This experience enables our employees to fully immerse themselves in our culinary processes and understand how their role can best support our restaurant teams,” Williams explains.

When everyone understands the product from the inside out, the brand operates better. From HR to marketing to finance, every department is rooted in the restaurant reality. That clarity drives smarter decisions and keeps Chipotle from becoming a top-heavy operation disconnected from its core. At Chipotle, leadership doesn’t happen behind a desk, it happens behind the counter.

Climbing the ladder 

For those standing on restaurant floors today, Williams has some advice: pick a company that backs your growth and stick with them. “Find a company that truly values their employees and provides opportunities for growth,” Williams says. “At Chipotle, we believe in investing in the overall wellness of our employees.”

And it’s not just talk. Team members hourly rates start at £12.45, they enjoy free meals on shift, 50% discounts off-shift, access to free English language lessons, and up to 28 days of holiday – with more after a year. There are bonuses, wellness discounts, and an employee referral scheme. But perhaps the most intriguing part: 90% of management roles are filled internally.

It’s a system that works for them. Nearly 85% of Chipotle’s restaurant leaders began as crew members. Because of its people-first culture backed by structure, mentorship and incentives, the company promoted over 23,000 employees globally just last year. 

And it’s not just about rising through the ranks – it’s about thriving along the way. Employees aren’t expected to choose between their wellbeing and their work. Chipotle’s wellness benefits cover mental, physical and financial health, a rare trifecta in the QSR industry. “We want people to build fulfilling careers with us,” Williams says. “And we’ve created the infrastructure to support that.”

From California to Camden

When Williams joined Chipotle in the early 2000s, the brand was known for doing things differently by focusing on food quality and team development when most of the fast-food industry was still chasing speed and scale. Two decades later, the same values remain, but the stage has expanded.

“‘Authenticity lives here’ is a key value at Chipotle,” Williams says. “No matter what your story is or where you come from, if you are passionate about our purpose to cultivate a better world, there’s growth and opportunity here.”

His own path is proof. Originally based in San Diego, Williams later moved to Chicago, and most recently, London. “Each time I’ve moved with Chipotle, I’ve had to adapt to best serve the business,” he shares. “Moving to London required me to spend time in our restaurants, with our suppliers and in the communities where our restaurants are located.”

Starting a new role in a new country, Williams has embedded himself in the business at ground level again listening, learning and adapting. He credits his team with elevating operations and maintaining high culinary standards. Chipotle, in turn, supported his transition with the resources and backing needed to drive strategy forward. “We’ve worked hard in getting our culinary and operations up to a high level,” he says. “And I’m proud of all that the teams have accomplished.”

Since stepping into the managing director role, Williams has overseen a period of active expansion. And his motivation remains grounded in the basics: “The same thing that has driven me for 21 years, the opportunity to work with amazing teams serving fresh and delicious food to our existing and first-time guests.”

To continue reading the full interview, turn to page 12 of the OOH June issue. 

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