The recipe to successful systems and business
Brett Kelly
I’d love to start at the beginning, which is always a good place to start. Where were you born, and where did you grow up –siblings, educational background, your mom and dad – how did all that start for you?
Andrew Gregory
I was born in Melbourne. My mum and dad were Queenslanders originally, which I’m proud of, and every Victorian is a part Queenslander, as you know. I had a really great family life early on, grew up in Melbourne. I was lucky enough, Dad worked for BP, British Petroleum, and we lived and worked in Asia. Well, he worked. I lived in Asia, Indonesia for a few years, Singapore for another few years, and also later on in my work career I was lucky enough to live in Japan for a couple of years as well.
So yeah, growing up was great, great experiences, loved living abroad. Ended up finishing school back in Melbourne, and then went to Monash University, and did an economics degree there. And Mum and Dad were still overseas, so I was lucky enough to live with my brother for year 12 as I finished school.
Brett Kelly
Terrific. So you go to Monash, and then straight out of university . . . how do you come to end up at McDonald’s?
Andrew Gregory
I was just at uni, and obviously I had normal part-time jobs, like I was babysitting, and other things around the place. There was a local Macca’s restaurant getting built up the road in my first year of uni, and living with my brother, in a good way, he encouraged me, as an older brother would, to go and get a job. So I did. We went up to the restaurant that was literally under construction, they were doing the interviews for the crew, and I got a casual position at Macca’s like so many young people in Australia have over the years.
Brett Kelly
So, you’re studying an economics degree, you’re working a part-time job at Macca’s. What were your first impressions as a young person being interviewed, and joining that business?
Andrew Gregory
The level of organisation was really clear. There were systems in place. They could take any young person, help them, engage them, train them, get them working quickly. The systems, the strength of the process really was evident, and still is in our business today. I think the other thing which we still talk about, working at Macca’s is a great training ground. Obviously not everyone who works at a Macca’s restaurant stays for as long as I have. I’m really happy that I have stayed, and I’m really proud of the fact that you can have a career from the restaurant all the way into the head office. A lot of people obviously join our restaurants, get trained, understand those really important life skills around teamwork, and customer service, and punctuality, and discipline around how to work. And all of those things were evident in the restaurant I worked at.
I worked for a franchisee, his name was David Bayes. He had a great environment, and the real focus on people and this idea of work at Macca’s, earn some money whilst you’re obviously managing other parts of your life, and actually get some mates while you do it, or work with your friends while you learn these important skills. That’s really one of the great things we offer to so many young people –that ability to learn, and train, and engage in a workplace at a young age. At the same time, it’s great fun, it fits within your lifestyle, and you earn a few dollars as you go through.
Brett Kelly
It’s a really great story. With many CEOs, you get the impression that they’re like a cherry on top of a cake. Mildly relevant to the cake. They’re not really aware of how
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the business is built from the ground up. But you’ve been with the system now for how many years, since that first job?
Andrew Gregory
More than twenty-four, twenty-five years. It’s always been a great system to give people a chance to try different things. So I started in the restaurants with my economics degree. My first job in head office was in the finance team, but I’ve also led teams doing real estate, construction. I’ve lived and worked in Japan, and I’ve gone and been the regional manager in Queensland, as well. It is a business that values leadership and experience.
Of course you need the functional ability to run a team, and to understand how the business works, but what’s more important are leadership skills that are very transferable – and it’s a great career at Macca’s because of that. We don’t consider you an accountant forever, we don’t consider you a lawyer, or a marketing expert only. You have the opportunity to try different things, learn, and also obviously add diverse thoughts into those other teams as you move about the business. I’ve always been lucky that Macca’s has given me that ability to continue to be in a new position – a difficult new position that’s challenged me as I’ve gone through the last 20 or so years.
Brett Kelly
That focus on really great training from the ground up, and building genuine leadership skills . . . what do you guys think leadership is, really?
Andrew Gregory
I think it’s about who you are as a person, trying to be as authentic as possible. Authentic is a word, but what it means is you bring yourself into the discussion, you bring yourself into the decision, you present yourself as who you are. In the system of how we’ve approached things at McDonald’s for a very long time we’ve got some basic unwritten agreements. We want to have fun as a business. We want to be successful as a business. And grow the business, because that’s what gives everyone opportunities, whether it’s our franchisees, or our suppliers, or the corporate team. Growing the business
is really important, and it’s a fundamental part of how we approach things, and who we are.
And I think it’s just . . . the challenge.
I often say to people in our corporate team or to restaurant managers when I meet them, one of the things I really value or encourage is that there’s nothing wrong with feeling nervous when you start a new job. In fact, it’s better to feel some level of nervousness, or ‘I’m not sure exactly I’m going to be brilliant at this.’
When you’re in that mindset of not being completely confident, and not being 100 per cent clear, you’re in a learning mindset. You’re trying to really listen more, and really understand things from different perspectives. Often people get concerned about trying a new role, or moving across into different teams. But so many different careers that I’ve observed, both in and outside of McDonald’s, have been made better because people have taken risks with their career, and moved across into different teams, and I think it’s something we try to do at McDonald’s, and it’s a really important part of someone’s career growth.
Brett Kelly
That makes so much sense. One of the concepts you hear a lot of, if you have anything to do with the Macca’s system, is this threelegged stool. It’s become more common today to think about multiple stakeholders, and the broader role of the business, but McDonald’s has been doing this for 50 years. Can you share what that means? What’s this stool business?
Andrew Gregory
Good question, Brett. We are really proud of the idea of the three-legged stool. Simply: it’s built around our franchisees, our suppliers, and our corporate team. It’s built around the simple, practical, physical premise of a three-legged stool, that if any one of those three legs gets too long, or too short, then the stool destabilises, and falls over. So, a three-legged stool approach, or a systemfirst approach is how we talk about it, it’s really built around long-term relationships.
Our franchisees have long-term relationships, we have very long-term relationships
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with many of our suppliers, and our company has been around for 50 years.
Coming to the table with an approach like the three legs of the stool is about how we can all work together to grow the business. Because sometimes we do have competing tensions between those three legs of the stool, but the mindset is the key. Over the long term, if we balance the three-legged stool, it’s a stronger business. It’s a business that will grow, and it’ll provide opportunities for everyone in those three legs of the stool. And I think on the track record, or the evidence, Macca’s has always given great opportunities to every part of that three-legged stool.
Brett Kelly
Now, I’ve deliberately not mentioned the numbers. I’ll come to the numbers at some point. But I’m a great fan of Warren Buffett.
What I love about Warren is that he’s got this long-term mentality, and at Kelly+Partners I’m consistently saying to people, “I want us to be long-term people in a short-term world”. I just believe that anyone that has the right values, and the right behaviours, and the right strategy consistently prosecuted ultimately ends up in a better place. You’ve mentioned very consistently the long-term relationship, thinking about the system first, balancing competing interests . . . knowing that over time it’ll work out. That’s all predicated, I guess, on this long-term mindset of building trust. How do you – in a world that’s increasingly short term – how have you as a leader, and Macca’s as a business, held the fort, and got people to look further out than their short-term situation?
Andrew Gregory
Building trust in our system is a lot about, over and over, doing what you said you would do. It’s about – as people, or as the company, or as a franchisee, or a group of franchisees, or as a supplier – the more times you do what you said you’ve committed to do, and you do it well, the more trust that everyone continues to hold, and believe in. It just reinforces the level, the strength, of the threelegged stool. Building trust is obviously about having relationships, it’s about respectful relationships, and it’s sometimes, as in any
business, or any management of stakeholders, it’s about being respected versus liked.
That level of respect can really drive a level of affection between the different parts of the system. We are really proud of our franchisees, we’re really proud of our suppliers, and really proud of the people in our corporate team. I have worked through so many different challenges and issues to continue to be a successful business over a long period of time. It’s not an easy thing to do, it requires a lot of hard work. We really missed (during Covid) the ability to be face to face across the relationships we have. It’s really reinforced how important those relationships are.
Brett Kelly
It’s so true. At Kelly+Partners, we have been in a privileged position to work with a number of really fantastic McDonald’s franchisees for a long time, and I’ve seen things I’ve mentioned that you and your team deliver well:
You do a face-to-face annual conference in Australia, a global conference every two years on a rotating basis. You get your franchisees together consistently for system meetings. You bring functional teams together across specific parts – marketing, IT, et cetera – to try and harness the input of the franchisees who are very highly qualified, intelligent, committed people.
One of the things that is a bedrock to your system, Andrew, is this 20-year franchise agreement. When somebody becomes a franchisee, they sign a 20-year agreement. Now, at Kelly+Partners, we’ve had, since day one, all our partners sign 10-year partnership agreements. It’s the only organisation in the world in our industry that does it. The whole concept is to get people to think further out than 10 minutes. Ten years, it takes 10 years to do anything constructive. In your business, certainly 20, there’s a huge investment in capital equipment. Where did the 20-year agreement come from? And how do you get confident that you want to partner with somebody for 20 years, and they feel confident in you?
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Andrew Gregory
Yeah, it’s a good question. I think a lot of that is built around the level of capital investment that the franchisee needs to make. We’re also fortunate, over a very long period of time my predecessors and the people in the team have bought land. As many know, McDonald’s is a really significant landholder, and with about 70 to 80 per cent of the McDonald’s restaurants in Australia, we actually own the land. And owning land versus leasing land, or leasing property, gives you a really significant level of certainty. And so, with our franchisees, the 20 years gives them a level of certainty. It gives the banks, and the financiers a level of certainty on how they approach lending.
It also translates into long-term relationships with suppliers that give them a level of certainty around the capital, and the investment, and the passion that they bring to the business. And around the quality of food that they produce. Long-term relationships are really beneficial for all of those things. Think about from our menu offering, products like the Big Mac, the Bacon and Egg McMuffin; our hash browns, our french fries, they don’t change much. That’s really deliberate – the relationship we have with our customers is obviously the most important part of it.
How do we make a relationship for 20 years? Thinking about 20 years really focuses you less on the person’s practical ability to do something, and more on what that person, or what the character of that individual as a potential franchisee is.
Over the course of the 20 years, or over the course of our history of the system, many of our franchisees have come in as experts in certain fields. They’ve been ex accountants, or marketing professionals, or school teachers, or any number of different professions from outside the system. Over the course of 20 years, those skills become less relevant to their ability to run a successful McDonald’s franchisees, and it is about their character, what they want to focus on, and their work effort – the ethic around what they want to do to drive their business.
Brett Kelly
It’s a huge distinction. I would urge anyone, when they’re making a decision, if you can think of it in a 20-year context, it just helps you make much better people decisions, much better relationship decisions. Today in Australia, I think the stats are that the average mortgage lasts seven and a half years, the average marriage lasts seven years. If you can get people to think long term, you’ve got a gigantic advantage.
McDonald’s is very famous for the quality of its systems. If you said to most people, ‘What is it that makes McDonald’s so successful?’, there is a level of consciousness as to how systemised the business is. The long-term thing’s less understood, hence my emphasis.
But, you can take a young person into the business, get them trained, and up and operating, and contributing very quickly. The quality of the systems in a business speak to the respect that that business has for the time, and efforts, and intelligence of its people, not asking them to do things in a backward, ridiculous way that wastes their time, and their life. That’s the way I’ve always driven our systems here. For you, as a young guy coming in and now in the system nearly twenty-five years, how do you think about systems? How do you get your people to understand the value of systems? A lot of people are interested in doing things, but not really writing them down or codifying. How have you built, and maintained that culture? Because it is truly extraordinary.
Andrew Gregory
The strength of the system is that when we lose the connection, and we make mistakes – I make mistakes, our team makes mistakes –when we see when the system falls down . . . that is when we see the strength of the system.
If you think about it, we need to impact 1,000 restaurants, over 100,000 employees in locations right around Australia that are operating 24 hours, seven days a week in a franchise model. And so, we know the importance of our system, whether it’s the communication that we use, the way that we write instructions and train our
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young people in our restaurants, or how we communicate with our franchisees, and engage them in the business plan, and the formulation of the business plan. All of these things, when they work, are brilliant, and the customer gets a great outcome.
When we make mistakes and we upset the balance of that system, or we try and do too much too quickly, or we haven’t communicated well enough to our restaurants or our franchisees – that’s when the system does dislocate for a short amount of time, and that’s when we really do appreciate the strength of the system. We see it when we don’t do it right, it’s a really quick feedback mechanism back from our franchisees, back from our restaurant managers, and it’s something that we often need to adjust really quickly to get it right.
I couldn’t be prouder of my team. I couldn’t be prouder of the franchisees that sit at the table with us, to work on these plans, because when we get it right, it’s incredibly rewarding, and it’s incredibly successful when our business continues to grow.
Brett Kelly
Yes, watch the movie, The Founder, read the book, Grinding It Out. Pay particular attention to a lad called Fred Turner. I was privileged to meet Fred many years ago, and get a photo with him, and have a bit of a chat with him. He wrote the first ops manual, and he started the first McDonald’s Training Academy. I believe in the book it’s described as a room underground. I think it was a basement with no windows.
Andrew Gregory
Yeah, it was part of one of our restaurants in Chicago.
Brett Kelly
So, there was this commitment from the beginning to train people. Andrew, how big, as a proportion of revenue, or some meaningful way to explain to people – it’s a very significant commitment from McDonald’s to train its people – how big does that look today, and how’s it delivered, and what’s the mentality?
Andrew Gregory
I think the number of our employees is the best way. Around 1.4 million Australians have worked at Macca’s at any one time in our 50-year history, which is pretty extraordinary for a country of 25, 26 million.
It’s one thing we are incredibly proud of, our history of training and recruiting, and giving a lot of people their first job, but it’s also something we take incredibly seriously from a responsibility point of view.
Australian people trust Macca’s to employ these people, look after them, train them, and help them with, many of them, with their first job. What we do with training is interesting, in that we focus the functional and practical skills of training in the restaurant. The idea, or the physical place that we call the Hamburger University, is in all of our capital cities around Australia, and our main training centre, the Charlie Bell School of Leadership, in Thornleigh at our main head office in Sydney.
The Hamburger University is where our managers train, and learn the important leadership skills that they need to run a restaurant. And over the course of five or six different training programs, over the course of several years, they can take the skills that they learned in the restaurant, the practical ability to operate all the different parts of the restaurant and at the Hamburger University they learn the leadership, the people skills, and the important requirements to be able to really lead.
Every one of our restaurants has got probably about 130, 140 different employees, and it’s an incredible skill and experience that many of our managers get. The coordination, the fact that you learn through leading so many people, people bring their life to work. They’re different characters. It’s an incredible experience for our young managers. And I know, I talk to my colleagues, other CEOs, and people in business, the experience on a resume of working at McDonald’s, especially at that management level, is still valued incredibly highly. And I know it’s because of their experience working, leading teams, motivating people, communication, all these things that are difficult to learn other than in practice.
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Brett Kelly
Is there an academic leader of that, or is it staffed by full-time people, trained by people out of the restaurants? What’s the structure of the Charlie Bell School of Leadership?
Andrew Gregory
There’s a combination. A lot of our ops people are teaching their own experience and skills, and it’s one of the important rotations that our leadership operations people have done. They would’ve done a period of time, or a year or two as a training consultant, where they lead a group, or a classroom of people. They’re trained in facilitation. They’re trained in the various parts of the leadership courses, and they lead a group of managers through their own experience, through the curriculum that’s professionally written.
And you can imagine from a McDonald’s global point of view, we take a lot of syllabus and content that’s consistent around the world, translate it for the 100 different languages, the 100 different markets. We take a lot of that content, we use it, and we also make sure that it’s local, and relevant to the Aussie business. For example, in our training centres, one of the things we’ve put in, which is a unique McDonald’s thing from around the world, we’ve got a barista academy . . . because of the importance of our McCafé business in our restaurants. We’ve got barista academies in all of our training centres around Australia. Aussie customers love proper coffee, barista-made.
Brett Kelly
So Andrew, global restaurant numbers, 40,000?
Andrew Gregory
Yeah, roughly…39 something. Yep.
Brett Kelly
Yeah, so nearly 40,000 restaurants, 100 markets?
Andrew Gregory
Yeah. It’s 120 different countries, and it’s everywhere from Australia, the US. We have restaurants in New Caledonia. We have restaurants in small countries as well. But yeah, over 120 different markets around the world.
Brett Kelly
Yeah. So, when you think about the scale of the operation – sales in Australia in the multi-billions, growing at above 10 per cent consistently for a long time, it’s a financial powerhouse – it’s always been one of the stocks I’ve mentioned to my friends, not clients on a licensed basis, but if you’re looking to buy shares in a decent business, well, there it is. Everyone can own a bit of it. Now, there were a couple of random questions I wanted to ask you. When you were in Japan, Andrew, Den Fujita, was involved in the business, or had it been sold at that point by the family? Did you have anything to do with him? He’s a legendary figure in accounting history, and in Japanese business.
Andrew Gregory
Yeah, so he left the business formally, informally in the early 2000s, I think, and I joined McDonald’s, Japan in 2010. He was gone from McDonald’s in Japan, and actually McDonald’s in Japan is an interesting structure. It’s listed on the Japanese Stock Exchange. The corporation owns some of it, but the mum and dad investors in Japan own more than half of that business, and it’s been a really successful business.
Brett Kelly
Yeah, it’s a great story. So, in my strange Macca’s background, my dad did the early post-mix machines. I worked in an accounting firm that did the Fujita Australian interest and so there’s a long and interesting background. Now, of course, the McDonald’s brand is incredibly famous. I think everyone knows the golden arches, they know Ronald, and they understand that it’s a brand that brings really great joy to people. How have you, over time, kept the brand so relevant as food tastes change, and community standards around different types of eating, and whatnot have
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changed? The business has done a tremendous job of keeping the brand relevant. How do you think about brand at McDonald’s?
Andrew Gregory
We’re coming up to our 50th birthday, so there’s a bit of reflection on what we’ve done, and where we’ve been as a brand. One of our most successful achievements from my predecessors over a very long period of time is that we’ve made McDonald’s, which is this global business, and this global brand, we made McDonald’s part of Australia in a good way – and we’ve even earned the nickname of Macca’s.
It represents that people in Australia believe either consciously or subconsciously the commitment that basically 95 per cent of what we sell is produced by Aussie farmers, and sold in Australia. I think we’ve done a really good job of becoming a business that undeniably is a global McDonald’s brand, but is absolutely part of the Australian economy, part of the Australian neighbourhood in our local restaurants, and a really good contributor to society, and community overall, even through Ronald McDonald House Children’s Charities. We are really proud of the association, and the connection we have there.
We’ve worked incredibly hard to make the brand relevant for Australians. And over different points, whether it’s coffee, whether it’s using Angus beef from Aussie farmers –there’s so many different examples where we’ve adjusted and listened to our customers to make us relevant in this country.
What I would say though, the more and more things change, the more and more our customers continue to buy Big Macs, and french fries, and Bacon and Egg McMuffins, and how much the core menu that we have, what really is truly representative of us, Quarter Pounders and Big Mac, remains still the vast majority of our business, and we’re proud of that, as well.
Brett Kelly
Yeah, it’s funny. It’s one of the points I’ve picked up over time. There’s at least four McDonald’s menu brands that are multi-
billion dollar businesses in their own right, and I think they’re Big Macs, french fries, nuggets, and not sure what the fourth one is.
Andrew Gregory
Quarter Pounders, there’ll be Quarter Pounders, or Fillet-O-Fish is a significant brand around the world. Not as big in Australia, probably, but it’s significant.
Brett Kelly
They’re multibillion dollar sales brands in their own right. That’s probably not always that well known from people not close to the business. Last couple of things I wanted to ask about about the business before we wrap up are, I’ll come to Ronald McDonald House – but just before that, I think some of the headline stats are that, for example, in Japan, more than 25 per cent of orders to McDonald’s restaurants go through the digital platform, that the business has, I think got the second largest number of digital customers in the world behind Amazon.
One way from a business model point of view to think of McDonald’s is that it is a global platform for serving food that’s clean, and safe, and that increasingly there’s been the digital connectivity of that physical platform to where the customer lives, which is increasingly in their mobile phone. You’re big into Uber, you’re big into mobile delivery. How have you viewed digital? There’s a great book that we make all our people at Kelly+Partners read called Good to Great. The sixth part of a transformation of a business is technology as an enabler, rather than as a silver bullet. You guys have done that incredibly well. How are you going with your app, and the digital experience for customers in Australia and globally?
Andrew Gregory
It is a focus for us. It’s an interesting challenge for a business that is so bricks and mortar, even in today’s terms, but also in customer’s memories of McDonald’s. You know your first birthday party that you had at Macca’s a long time ago, you know the first time you went through drive-thru with your parents. So, we serve 2 million customers a day in Australia, and as a result, that’s an enormous amount of people already engaging in our business
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before we even start thinking, or talking about the digital platforms that we have.
So, we’ve done a number of things over recent years to enable our customers to use technology. It’s given us a lot of challenge in our restaurants around how we serve those customers. A really interesting challenge is how we used to have, as you know, our point of sale registers on the front counter, and we had one register in drive-thru, and so you had a maximum amount of three or four orders coming into the kitchen at any one time. Now, with the digital platforms, you’ve got effectively an unlimited amount of orders potentially coming into the restaurant at any one time, and it’s a great challenge.
Brett Kelly
It’s very different now.
Andrew Gregory
Exactly. It’s a great challenge to have. It’s a challenge for us as a business. And I think we are one of those businesses that’s quite uniquely positioned to build off a strength of the physical customers that come into our business. As I said, just in Australia, 2 million people a day, and to use technology, not as the overriding solution, but as leveraging those 2 million people to help them use technology over the course of their normal life. We are working hard to make sure that the essence of the brand comes through. When you walk into a McDonald’s restaurant, and you get that feeling, and people are serving you, and they’re smiling, one of our challenges is to make sure that we can replicate that on the digital platforms that we offer as well, and we are working hard to make sure the brand stays strong through all of those different ways that customers engage with us.
Brett Kelly
Yeah, very, very cool. And finally, Ronald McDonald House is a very, very significant commitment from the franchisees, and the system to build these houses for patient care next to major hospitals all across Australia. How big now is that charity?
And you guys must be obviously terribly proud of the contribution that it makes.
Andrew Gregory
Yeah, I think it’s one thing we talk about sometimes, not all the time, and it’s a really important part of our system, and who we are. And you mentioned the franchisees. Not only do they raise money. I’ve known through a number of different houses, the franchisees have literally physically built some of these houses themselves over periods of time. It works brilliantly with our business, because it’s local. Our Ronald McDonald house is next to a hospital in a local town or a city. The main customers, or the main families, that use Ronald McDonald’s houses are from the country towns. Because their child has been seriously ill, they’ve had to go and get treatment at a city hospital.
And so, we call these houses or the chapters a Home Away From Home. It’s the point where the families are at their most vulnerable, probably the worst moment of their life, when their kid is sick and needs treatment. The RMHC is the place they come to get a bit of love and affection and care, and the financial benefits to the family is significant as well. We helped over 36,000 families last year across the different houses around the country; saved each of them perhaps thousands of dollars because the accommodation costs are looked after; they are looked after from access to food, and support.
It’s also a really great way that the social welfare support from government is funneled through, as well, and it just creates a better environment. I’ll never say it’s a better environment than what otherwise would be, because as you know the families are at their worst moment.
There’s another part of RMHC we don’t talk about enough, is called the Ronald McDonald Learning Program, which actually helps the kids that have been in hospital for a long time, and we provide tutors so that the kids can catch up on their schooling that they would’ve missed because they were in hospital for a long time. And that’s a crucial part of some young people’s development if they’ve had a serious illness. So, the franchisees do a brilliant
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job. Our suppliers, their commitment as well is significant, and all the volunteers, and the chapters — we couldn’t speak more highly of all their contributions to helping those families.
Brett Kelly
So, Andrew, to finish up, you’re married, you’ve got some kids, how do you balance a huge job with family, and the challenges that that brings? I always say that the work’s easy. Raising kids, now there’s a challenge. How do you keep all that rolling along, look after your health, and make time for your friends?
Andrew Gregory
I’ve got two teenagers and my wife as well who don’t think I’m the boss, and I’m not the boss. So, it’s a good thing that you have a family. It keeps you significantly not the boss when you’re at home. Also I’ve got a good group of close friends that don’t allow me, or they don’t even think about me doing a job like this.
And at work, having different people who have different backgrounds, and experience, and skills is really important as well. We deliberately try in our leadership team to make sure that we don’t just have people like me who have been at McDonald’s for their whole career. We bring in external functional people as well, people who have had different experiences in leadership that really make sure we balance out, and get different thinking through our business. As much as we value the Macca’s experience, we know as a business we need to continue to change, and be challenged as well.
Brett Kelly
Yeah, fantastic. For all the people who listened to the podcast today, I hope you’ve found it interesting. I want to give Andrew a big wrap. He’s a very nice person, and obviously very capable of what he’s doing. I’ve really enjoyed the interactions I’ve had with him, and obviously the Macca’s system, and it’s an incredible thrill to have him share his insights, and to make time for us in what is no doubt an overwhelmingly busy career.
Andrew Gregory
Thank you. Cheers, Brett.
From Andrew Gregory – McDonald’s Australia – The Recipe To Successful Systems & Business which in turn is from podcast number 44 in the Be Better Off Show by Kelly+Partners.
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