You’ve probably seen the massive, green-signed storefronts while driving through the suburbs. Hobby Lobby is a behemoth. But the man behind the curtain, David Green, isn't your typical corporate titan. Most CEOs are obsessed with quarterly earnings, stock buybacks, and pleasing a board of directors. Green? He’s basically spent the last fifty years trying to prove that you can run a multibillion-dollar empire while following a 2,000-year-old book.
Honestly, it’s a weird story. It starts with $600 and a garage. Now, it’s a company with over 1,000 stores and roughly $8 billion in annual revenue.
But David Green is making headlines again in 2026, and not just for selling yarn or picture frames. He’s doing something most billionaires find terrifying: he's walking away from ownership.
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The $600 Gamble That Actually Worked
Back in 1970, David Green was just a guy working at a variety store called TG&Y. He took out a tiny $600 loan to start making miniature picture frames in his garage. His wife, Barbara, worked for years without a paycheck. They were essentially "crawling" through the early days.
By 1972, they opened a 300-square-foot shop in Oklahoma City. That was the first Hobby Lobby.
Think about that for a second. Most modern startups burn through millions in VC funding before they even have a product. Green built an empire on retail experience and grit. He eventually left his stable job in 1975 to go all-in on the crafts business. He’s often said that "God has been faithful," but the dude clearly knows how to sell a lot of home decor.
What Really Happened with that Supreme Court Case
You can't talk about David Green without mentioning the legal firestorm. In 2014, the case Burwell v. Hobby Lobby hit the Supreme Court. It was a massive deal. Basically, the government told the Green family they had to cover four specific types of contraceptives in their employee health plans.
The Greens said no.
They didn't object to all 20 FDA-approved methods—they actually covered 16 of them. But they believed four specific drugs could terminate a life, which clashed with their Christian faith. The media went wild. People were either cheering them on as heroes of religious liberty or boycotting them for infringing on women’s rights.
The Court eventually ruled 5-4 in favor of Hobby Lobby. It established that "closely held" corporations could have religious rights. It changed the landscape of American business law forever. Whether you love the decision or hate it, it showed that Green was willing to risk the entire company for what he believed.
The "Patagonia Move" and Giving Away the Company
In recent years, Green has undergone a massive shift in how he views wealth. He’s worth somewhere around $14 billion, according to most estimates. But he’s decided he doesn't want to "own" Hobby Lobby anymore.
He was inspired by Yvon Chouinard, the founder of Patagonia. Chouinard famously gave his company away to a trust to fight climate change. Green is doing something similar, but for his faith.
"Instead of going public, you could say we're going purpose." — David Green
It’s a legacy play. By moving ownership into a trust, the company can keep funding evangelical ministries and charitable work long after he’s gone. It prevents the family from eventually selling it off to a private equity firm that might strip it for parts or open the doors on Sundays.
Why Hobby Lobby Still Matters in 2026
The retail world is a graveyard right now. Amazon is eating everyone’s lunch. Yet, Hobby Lobby stays relevant. Why?
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- They don't use barcodes. Seriously. It’s one of those weird quirks. They manually price items because Green believes it keeps people more connected to the product.
- They close on Sundays. Every single store. It’s a huge hit to the bottom line, but it’s non-negotiable for them.
- High wages. While other retailers were cutting pay, Green was raising the minimum wage for full-time employees. In 2026, they remain one of the higher-paying retail options in most markets.
The Artifact Scandal (The Elephant in the Room)
It hasn't all been smooth sailing. Green spent $500 million to build the Museum of the Bible in D.C. It’s an impressive building, but it got him into hot water. The company had to pay a $3 million fine and return thousands of artifacts that were illegally smuggled out of Iraq.
Critics called it a massive failure of due diligence. Green’s supporters called it an honest mistake by someone who was overzealous about history. Regardless, it remains the biggest stain on his otherwise meticulously managed reputation.
Actions You Can Take Today
If you're looking at David Green's life and wondering how to apply his principles to your own career or business, here are a few ways to start:
- Define your non-negotiables. Green decided decades ago that Sundays were off-limits. What is your "Sunday"? Set boundaries before you get too big to manage them.
- Invest in people early. Hobby Lobby’s success is partly due to employee loyalty. If you lead a team, look at your benefits package. Are you providing "generous" support or just the bare minimum?
- Think about legacy, not just exit. Most founders want an "exit strategy" (selling for a big check). Green is focused on a "succession strategy." Consider how your work can live on without you.
- Vet your sources. If you're buying high-value items or artifacts—like Green did—hire independent experts. Don't take a seller's word for it, no matter how much you want the item to be real.
David Green’s journey from a $600 loan to a $14 billion fortune is a masterclass in staying the course. You don't have to agree with his politics or his religion to respect the sheer scale of what he's built. He’s a reminder that in a world of "move fast and break things," sometimes moving slow and holding on to your values is the better long-term bet.