David Green

He grew up in a financially struggling pastoral family and picked cotton. He finished high school in Altus, worked at McClellan’s and did not attend college.⁠[3][2]

David Marvin Green was born in Emporia, Kansas, United States.⁠[2]

He joined TG&Y in 1961 and became a manager in 1962.⁠[2]

He and his wife Barbara borrowed $600 to begin making miniature picture frames at home. His initial partner was Larry Pico; their business was named Greco.⁠[4][2]

The first Hobby Lobby store opened in Oklahoma City with about 300 square feet of retail space, selling frames and craft supplies as the home manufacturing business expanded into retail.⁠[4][5]

He bought Pico’s interest for $5,000.⁠[2]

He left TG&Y to concentrate on Hobby Lobby and opened a second store. He later recalled reducing his annual pay from about $26,000 to $13,000 when moving to his own business.⁠[3][5]

When Oklahoma’s oil economy weakened, the higher-priced merchandise Hobby Lobby had added sold poorly. Green described the period as a major business crisis; the company refocused on craft supplies and secured financing.⁠[5][3]

Hobby Lobby tested Sunday closures at three Nebraska stores in 1998 and extended the policy to all stores by 2000. Green linked the decision to his faith and employees’ family time.⁠[5]

His first book, More Than a Hobby, was published by Thomas Nelson with contributor Dean Merrill, covering entrepreneurship and retail management.⁠[6][7]

The Green family gave Oral Roberts University $70 million in late 2007 and early 2008, including $30 million toward long-term debt. Matching campaigns and other contributions also helped the university eliminate that debt, as announced in 2009.⁠[8]

In a Voices of Oklahoma oral history, Green said he devoted about 80% of his working time to merchandising, working through merchandise managers and buyers. He described purchasing constraints based on display space, budgets, selling periods and the share sold at regular prices. At the time, he sought 85% sell-through of Christmas merchandise before markdowns and used staged clearance for seasonal goods. He emphasized the overall season’s margins rather than a few unsuccessful items. These figures and practices describe his account of operations in 2009.⁠[2]

He and Barbara joined the Giving Pledge, committing most of their wealth to charitable causes during their lifetimes or through their wills. Their letter connected giving to family traditions, religious ministry and the use of business profits.⁠[9]

Indiana Wesleyan University inducted him into its Society of World Changers, recognizing his faith-based business and philanthropic work.⁠[10]

The Green family and its companies objected on religious grounds to insurance coverage for four contraceptive methods. In Burwell v. Hobby Lobby, the Supreme Court held that applying the mandate to the closely held companies violated the Religious Freedom Restoration Act. Ginsburg’s dissent emphasized burdens on employees and health coverage; the decision did not create a general right for businesses to disregard laws.⁠[11]

Giving It All Away… And Getting It All Back Again was released, drawing on his business, family and philanthropic experiences to discuss a legacy extending beyond money.⁠[7]

The Justice Department announced a civil forfeiture action over Hobby Lobby’s imports of Iraqi antiquities. The company agreed to surrender artifacts and pay $3 million. Authorities cited acquisition red flags and false customs declarations. Company president Steve Green, David’s son, acknowledged inadequate oversight and said purchasing procedures had improved. This was a company settlement, not a personal criminal conviction of David.⁠[12][13][1]

Wisconsin Lutheran College presented him with its Divine Servant Award. He discussed business growth, the religious freedom litigation, philanthropy and employee treatment at the event.⁠[14]

Hobby Lobby faced criticism for continuing to operate in some areas under stay-at-home orders. It subsequently announced closure of its remaining stores on the evening of April 3 and unpaid furloughs for nearly all store staff and some corporate and distribution employees.⁠[15]

Leadership Not by the Book, written with Bill High, was published by Baker Books. It presents 12 principles addressing faith-based leadership and business decisions.⁠[16]

He and Bill High published The Leader’s Devotional, addressing leadership through 90 days of biblical readings, reflection questions and prayers.⁠[17]

The Legacy Life and The Legacy Life Devotional, written with Bill High, were published, continuing themes of family mission, values and influence across generations.⁠[18][19]

In a Decision interview, he described directing more than half of company profits to religious giving, including Bible translation and distribution, and treating business as a means of funding that work.⁠[3]

Lead to Win released Jeff Little’s conversation with Green and Bill High. Green described funding religious ministry as a purpose of the business and discussed the family’s decision not to treat it as wealth for personal inheritance or withdrawal; the episode notes summarized giving as 60% of profits. He said he still spent about 90% of his time buying and selling merchandise and was teaching a successor operational details affecting the stores. These proportions and arrangements are the interviewees’ account; the episode did not supply an independent audit or the trust’s legal documents.⁠[20]

School of Hard KnocksSchool of Hard KnocksSchool of Hard Knocks is a business-interview media brand founded in 2021 by James Dumoulin, Jack Dumoulin and Joshua Smith, based in Austin, Texas. Its street interviews, long-form videos and podcast explore guests’ careers and business experiences. It also operates content services and the School of Mentors community.Open the full entry published an interview featuring him and Hobby Lobby’s headquarters and retail operations, discussing the initial $600 loan, business growth and religious faith.⁠[21]

Hobby Lobby announced a $21 minimum hourly wage for full-time employees, effective that day. Speaking as founder and CEO, Green connected pay, benefits and Sunday closures with employee care and staff retention.⁠[22]

In an interview with Jerry Bowyer, he described using a trust to preserve the company’s mission. Family members could receive earned compensation but could not treat business assets as personal funds to withdraw. He framed this as stewardship rather than simply inheriting wealth.⁠[23]

He and Barbara have two sons and a daughter. The company’s biography lists Mart Green as ministry investment officer, Steve Green as president and Darsee Lett as vice president of art and creative. David also continues to work as a merchandise buyer.⁠[1]

Hobby Lobby: Official website: https://www.hobbylobby.com/ (opens in a new window).⁠[4]

Hobby Lobby Newsroom: Official website: https://newsroom.hobbylobby.com/ (opens in a new window).⁠[1]

Giving Pledge (David and Barbara Green’s public commitment): Official website: https://www.givingpledge.org/pledger/david-and-barbara-green/ (opens in a new window).⁠[9]