Jasmine Crowe, CEO | Atlanta, GA | B2B / Food Services


We are a digital-first business and that is what has allowed us to continue helping others.


Millions of Americans suffer from the effects of food scarcity and yet huge amounts of edible food are dumped in landfills. That situation made Jasmine Crowe angry. And so, while feeding people on the streets of Atlanta in 2013, she decided to do something about it. Today, she is CEO of Goodr, a digitally driven food-management company, launched in 2017, that has successfully diverted millions of pounds of excess food from landfills and toward those who need it most. Because her business is digital first, she has been able to continue and evolve Goodr’s mission during a time of heightened food crisis.


of SMBs found digital tools more helpful to them during the crisis than pre-crisis.

Most SMBs (53%) also plan to continue to use more digital technologies in their business, even after the pandemic.

In Jasmine’s view, hunger is not so much an issue of scarcity as a problem of logistics, a view she shares with friend-turned-vice president of business development, Terrence Smalls. Goodr helps companies and organizations find ways to divert excess food to where it can be put to more positive and productive use. That usually means feeding the hungry, but in other cases it can mean creating green energy or providing feedstock for local farmers. To accomplish this, Goodr provides a secure ledger that tracks surplus food from pickup to donation. It also delivers real-time social and environmental impact reporting analytics.

Digital tools are critical for nearly every aspect of Jasmine’s business, from using Google Analytics data to determine which communities to serve, to employing Google Maps technology to provide the most optimized routes for drivers picking up excess food. Her team adopted video chatting long ago, which has proven especially helpful during the recent pandemic. This is also true of the company’s active online presence. Terrence points to LinkedIn as an important platform that has helped establish Goodr as a credible thought leader in the industry. Jasmine uses Twitter to spark conversations and get buy-in for Goodr’s mission from key stakeholders and companies. In just a few short years, her small company has taken off, landing big clients such as the NFL.


of SMBs say COVID-19 made them rethink their approach to digital tools

For example, 54% of Arts, Education, and Entertainment SMBs increased video conferencing to deliver what are traditionally in-person services.

The onset of the COVID-19 pandemic was an anxious and uncertain time for most Americans Jasmine, Terrence, and their team were no exception. Though anxious at first, Jasmine saw opportunity in the adversity: helping Americans gain access to good food during a time of heightened need. Thanks to Goodr’s digital connectivity, it was able to continue working with clients to divert food to the places it was most needed. And thanks to this connectivity, it was able to scale up from there. Jasmine reached out to businesses that suddenly found themselves shuttered and with excess food that would likely have gone to waste. Goodr decided to provide a new platform for those looking to donate groceries to families in need. “We were able to get that capability up and on our website in a matter of minutes,” she says, “and then we got the word out on Twitter.”

Goodr was founded to achieve what it calls a triple-win solution: help hungry communities in need, reduce greenhouse emissions from landfills, and find a way to help clients succeed financially — all at once. Jasmine, Terrence, and the rest of the team are proud to say they can achieve this every day, even during a time of crisis. There’s no doubt in Jasmine’s mind why that is: “We are a digital-first business, and that is what has allowed us to continue helping others.” Terrence agrees, adding that Goodr is looking to start a new campaign with Google Ads to spread some good news. “We’re now looking to the next step, which is expanding Goodr’s operations to other cities — so we can help even more communities in need.”

Thanks to Goodr's digital connectivity, it was able to continue working with clients to divert food to the places it was needed most. And thanks to this connectivity, it was also able to scale up from there.


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