Lessons In Leadership
18 GAC Report: Update On The ‘One Big Beautiful Bill Act’
By Yates Latta
Structured as a budget reconciliation package to bypass traditional filibuster rules, the bill consolidates numerous policy priorities into a single, sweeping legislative framework. 22 Empathic Leadership
By Vera Jones
As a KFC franchise owner or leader, your success isn’t just built on delicious food, streamlined operations, or profit margins — it’s built on people. 32 KFC Foundation: The Power Of A Penny
By Liz Gulick
Round Up fundraising isn’t just a feel-good initiative — it’s a lifeline for team members facing emergencies, food banks in under-resourced neighborhoods, and restaurant employees pursuing their dreams of going to college.
38 Buckets Of Grit And A Side of Story
By Kelly Swanson
Everybody knows the brand. But not everybody knows the heart behind it. That’s what Swanson set out to find.
PEPSI, PEPSI-COLA, the Pepsi Globe, and the Pepsi Pulse Design are treadearks of PepsiCo, Inc. KFC and the image of Colonel Sanders are registered trademarks of KFC Corporation. @2025 KFCC
By Michelle Hunt
Leadership is not a title. It’s a responsibility. And in today’s world — where change is constant and challenges are complex — the most effective leaders aren’t just decisive, they’re deeply human. This issue explores what it really means to lead with purpose, empathy, and grit.
In “Empathic Leadership,” on page 22, Vera Jones reminds us that success in the KFC system isn’t just about operational excellence — it’s about people. True leadership begins when we look beyond roles and results to see the individuals behind the counter, in the kitchen, and across the table. Her insights offer a powerful reminder: when leaders lead with heart, teams rise with them.
That people-first philosophy is echoed in “The Power of a Penny” on page 32 by Liz Gulick. The KFC Foundation’s Round Up program is more than a donation drive — it’s a direct investment in our own. From supporting education to providing emergency relief, this initiative shows how small acts of generosity can become lifelines — especially when led by those who understand the value of community.
We also take a look at leadership on a broader stage. In “One Big Beautiful Bill,” on page 18, Yates Latta walks us through the latest on the GAC’s legislative efforts — and the leadership required to unify a diverse set of priorities into a cohesive policy vision that gathers us together. It’s a reminder that leadership isn’t always fast or flashy — sometimes, it’s persistence, collaboration, and a whole lot of patience. Especially in Washington, D.C.
WHEN LEADERS LEAD WITH HEART, TEAMS RISE WITH THEM.
And finally, on page 38, we hear from Kelly Swanson in “Buckets of Grit and a Side of Story.” With her signature blend of heart and humor, she reveals the stories that often go untold — the grit behind the bucket. Because leadership isn’t just about strategy — it’s about storytelling. It’s about connecting people to purpose.
As you read through this issue, we hope you’ll reflect on your own leadership journey. Whether you’re running a restaurant, mentoring a team member, or simply showing up for someone on a tough day — remember, real leadership doesn’t start in the boardroom. It starts in the break room. At the front counter. In every human interaction.
Let’s lead with purpose. And let’s never forget — it’s always about the people.
Warm regards,
Official Publication of the Association of Kentucky Fried Chicken Franchisees
AKFCF QUARTERLY MISSION STATEMENT
The AKFCF Quarterly is the voice of today’s franchisee family and supports the mission of the Association of Kentucky Fried Chicken Franchisees, Inc.
AKFCF EDITORIAL TEAM
AKFCF President Leslie Sharp
Editor Michelle Hunt
AKFCF Administrative Michelle Hunt
Manager
Communications Chair Kevin Schlutz
Executive Director Kelly Rodenberg
Past President Justin Stewart
The AKFCF Quarterly (ISSN 1071-9873) is published by the Association of Kentucky Fried Chicken Franchisees for its members and their friends. AKFCF is the independent Association of Kentucky Fried Chicken Franchisees.
FRANCHISEE EDITORS:
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Zaira Guevara (International Liaison) 7750 NW 46TH Street PTY 1495 Doral, FL 33166 Phone: (305) 384-4242 (U.S.) (011) 506 2208-7828 (Direct) zguevara@caribla.com
Copyright ©2025 AKFCF, Inc. All rights reserved. Articles may be quoted with credit to the source. Information in the AKFCF Quarterly (ISSN 1071-9873) represents the views of the authors and unless noted otherwise does not necessarily reflect the policies or position of AKFCF, Inc. Acceptance of paid advertising does not imply endorsement by the Association, or approval of the advertiser or its product or service by KFC Corporation.
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By Leslie Sharp
A CALL TO ACTION
I’mwriting this while flying home from our summer vacation.
As I mark the end of this trip, I’m reminded how the concept of vacation has changed so drastically in the past 25 years. Our access to emails and texts keeps us plugged in, so it’s difficult to ever truly get away. I’m actively seeking tips on how to manage my work/life balance, but nevertheless, I still managed to have some fun. It’s not always easy to choose happiness and fun; we have to be intentional about it. The heaviness that is looming over us will culminate into a decision point soon. The gravity of what we are facing as KFC franchisees has compelled me to seek out new experiences and remind myself regularly to stay in the present. I’m sure turning 50 this year also had a little something to do with it. Milestone birthdays have a way of motivating us to focus and pay attention to what matters. But back to vacation: We took some time these past couple of weeks to soak in the California sunshine. Paul and I traveled to SoFi Stadium in Los Angeles to see George Strait and Chris Stapleton in concert. We bought the tickets the night before, and our impromptu decision made for a fun and memorable evening!
Maybe it’s just me, but in addition to fun and unexpected experiences, vacation also has become a time to reflect. A reset. And when I reflect these days, the AKFCF is never far from my mind! I took some time to think about this last half of my presidency, our upcoming Convention in Washington, D.C. (next February), and
my goals over the next few months. I didn’t think that I could top the 2025 Nashville Convention and theme, yet here I am so excited about how the 2026 Convention is shaping up!
The Convention Committee visited the site about a month ago, and I’m truly motivated and inspired by working with this team again! The collaboration and trust that we built last year is allowing us to dig deeper and push one another in new ways. I’m ready to reveal our 2026 Washington, D.C. Convention theme and share a little about what it means to me!
‘Realize Our Vision.’ See it. Believe it. Build it.
Only a few days after the Nashville Convention ended, I traveled to Washington, D.C. for our annual AKFCF GAC Fly-in and was tasked with creating yet another Convention theme. “Share your Story” for me, was a way to open the vein for us all, to have an honest conversation about where we are, realize our mistakes, and change course. We took a hard look in the mirror last year, so this year I wondered what it will take for us to look through the windshield together. What do we need? All I could think about was: We need a vision — a true vision that is a shared direction felt at the front lines and forged through execution, trust, leadership, and drive. We need comprehensive planning, a blueprint of where we are going, and it needs to start now.
What I am suggesting is about more than alignment — it’s about commitment. Shared goals. Clear expectations. Honest conversations. And doing the hard work to bring the future into focus.
“Realize Our Vision” is a deliberate call to action. As we come together over these next few months, my ask is that we not just watch the future unfold, but rather, help to write it. This is a bold call to transform clear ideas into actionable progress where every part of the KFC system plays an essential role in success. If it feels monumental, that’s because it is. Which is why it’s only fitting that we will be celebrating our next Convention in a city built of monuments. Watch for registration to open soon!
Here I am getting excited again about the future! And we all should but going back to my original goal of staying more in the present, I don’t want to gloss over how I’m feeling right now. There is a heaviness upon us that I don’t remember feeling before. And it feels like we’ve been taking hits at every turn. But I believe that there is still fight and focus left in us. And we’ve always had a tremendous amount of pride to serve something timeless and endure. I believe this fighting spirit, with a clear vision and good leadership, can propel us forward. n
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OUR CHICKEN AND TASTE HAVE ALWAYS BEEN OUR TRUTH! LET’S MAKE ACCOUNTABILITY A REQUIREMENT
By Jim McKenzie, NCAC Vice Chair
As I sit here in late summer, knowing that we’re about to (or maybe just did) bring back our Wings and Wedges for customers for a limited time, I remain steadfast in my commitment (and your NCAC’s commitment) to give our customers what they want. I remain committed to staying true to what made KFC the iconic brand that it is while also knowing we must grow and flex to be modern, relevant, and viable in the future. We must drive news and awareness about KFC that results in profitable sales for the system.
Catherine and her team launched KFC’s Comeback Plan last month with the primary goal of “reclaiming our place at the top of the fried chicken podium.” We can only do that by focusing on what
I remain committed to staying true to what made KFC the iconic brand that it is while also knowing we must grow and flex to be modern, relevant, and viable in the future.
made us great — OUR TASTE! We must put our customers’ needs and wants first! We also must be accountable to the processes that have made us successful. We can’t just “try” and be hopeful. It is imperative that we are accountable to each other. This “we” is collective — it is the franchisees in the KFC family, it is our vendor and agency partners, it is the RSCS, and it is the Brand and the KFCC teams. We must do what we say we’re going to do! We have to give customers what they want and expect from KFC. Our great-tasting chicken must go handin-hand with outstanding service!
While there is a lot of focus on the Colonel and what he would think of our current situation, I am certain he would be less than thrilled with what we sometimes think is OK to serve our customers or how to serve them. It’s no secret that we’re in what some have called a ditch right now — we’re not where we want to be. Part of the Brand’s communications strategy with the Comeback Plan has been to be very open and honest in sharing with the media and our consumers that the “Colonel ain’t happy!” He isn’t happy about our market share, and he isn’t happy that customers are settling for boring and bland chicken; especially when they can get Original Recipe, delicious, hot and fresh KFC across the country. We must make customers (current, new, lapsed) want to come to KFC and we must make them aware that we’re here with what they want.
Strategic and data-backed marketing initiatives, and media dollars spent wisely (and
even more media dollars if we can secure them) are all very important and necessary. We must have discipline as we develop, test, and create programs to utilize these funds. We must agree to abide by the processes we have in place, and we must be accountable to each other to do so consistently. We must be realistic about who we are and where we stand in the market. We must be willing to make tough decisions and stand by them, learning as we go. We need to react quickly and be flexible in our decision-making but NOT irresponsible, making decisions without data, sound financial details, and forecasting. We must have the right talent working hard in partnership with the franchisees to build back the KFC U.S. business with sustainable, affordable, sales- and transaction-driving initiatives and programs. Being accountable is a commitment
— it’s a commitment to acknowledging, acting on, celebrating, remedying, owning, and learning from the wins and the misses. It’s a commitment to being vulnerable. We like to say we need to “cook without fear,” but we also must be accountable without fear. It’s the only way to turn this ship around. True accountability coupled with related swift action is necessary to get us all where we need to be — winning! We can’t keep continuing down the path we’re on — we all know doing the same thing repeatedly and expecting a different result is the definition of insanity.
Let’s stop the bleeding and start the process of taking back what we have lost — our customers and market share!
Let’s sell a lot of our great-tasting chicken and commit to true accountability and the opportunities that come with it. n
“Colonel ain’t happy!” He isn’t happy about our market share, and he isn’t happy that customers are settling for boring and bland chicken; especially when they can get Original Recipe, delicious, hot and fresh KFC across the country.
KFC’S ‘COMEBACK ERA’ INCLUDES FRIED PICKLES
KFC is entering its “comeback era” and making KFC impossible to resist with its “Free Bucket On Us” digital offer and new marketing campaign. With a renewed focus on what fans love most and a flavor-obsessed mindset, KFC is doubling down on what made it iconic: freshly prepared Original Recipe® chicken, made with the Colonel’s legendary blend of 11 herbs and spices. Following operations improvements in the brand’s taste and customer satisfaction scores, KFC’s kitchens are inviting customers back to taste the difference—crispy, hot, and unmistakably original.
back its chef entrepreneur, Colonel Sanders, and his obsessive pursuit of the boldest flavor in “The Colonel Lived So We Could Chicken.” Chef, restauranteur, actor, and KFC fan Matty Matheson joins the Colonel as he sweats every detail in the pursuit of the best fried chicken.
The brand creative also comes to life physically. Recently, the Colonel’s expression has shifted from his typical cheerful to serious in-store signage and in billboards, with a shift in tone on social — indicating KFC is serious about winning back the hearts (and stomachs) of its fans.
HOW KFC FRANCHISEES PUSHED THE GENIUS BILL FORWARD
InJuly, President Donald Trump signed the GENIUS bill, which not only means that he signed the first stablecoin-focused legislation into law, but it’s also quite a significant crypto milestone.
But it’s not the end. There are still two other pieces of legislation making their way through the D.C. process currently (as of press time): the CLARITY Act and the anti-CBDC bill.
“We’re well aware of the latest fried chicken rankings and I’m fired up to launch a bold Kentucky Fried Comeback and remind America exactly who we are. If people can give their ex a million second chances, I hope our fans can give us one,” said Catherine Tan-Gillespie, President, KFC U.S. “By listening to our customers and addressing feedback, we’ll reclaim our rightful place in the fried chicken game we started. Come back and give us a shot — your first bucket’s on us.”
KFC is not chicken about its chicken and KFC’s bold new brand creative brings
“The Colonel would not be happy about our market share, and we’re serious about reminding America exactly who we are: the game changer with a relentless pursuit of the best fried chicken. We won’t smile until our customers do,” said Tan-Gillespie.
In menu news, fried pickles — golden-fried dill pickle slices that are the perfect crispy bite to pair with the brand’s signature Comeback Sauce or ranch — join the menu alongside fan-favorite $7 Fill Ups, showing KFC’s renewed focus on flavor and trend-forward menu innovation. Source: turkiyetoday.com
Condolences:
Paul D. Hommerding passed away on July 11, 2025, at the age of 76. He began his career with Donald DeLaria at Kentucky Fried Chicken in the Twin Cities. In 1979, Paul and his wife, Diane, relocated to Alexandria, Minnesota to begin operations as KFC franchisees. For 39 years, they operated restaurants in Minnesota and North Dakota, alongside their children, embodying Paul’s motto of being in the “people business that just happened to sell chicken.” He created lifelong relationships with team members and customers alike, always treating everyone with kindness and respect. Paul is survived by; their children, Noah (Angela), Luke (Adrienne), Stephanie (Orson) Opheim, and Amanda; five grandchildren, with a new grandchild on the way this October; brothers, Dan (Linda), James, and Joseph (Joann); sisters, Julie Soderberg, Kitty Zak, and Susan (Brian Laing) Hommerding.
Paradigm’s Alexander Grieve explained on the Empire podcast that he thinks GENIUS was “a baseline” for Congress and was pretty easy for legislators to understand.
Sidenote: a fun anecdote from Grieve is that “one of the unsung heroes of the GENIUS lobbying fight was a very plucky group of KFC franchisees who blanketed the Hill and talked about how stablecoins can drive down the cost of payments and interchange.”
According to Blockworks Editor Katherine Ross, one of the recurring topics that comes up in conversations with, and a sentiment she’s expressed multiple times, is how GENIUS is one of the key puzzle pieces that institutions have been waiting for to make their own moves.
Bank of America, which first expressed its desire for a stablecoin a few months ago, reiterated its position in an earnings call in mid-July. Then we also had Charles Schwab’s CEO talking about stablecoins on its earnings call.
But the thing about GENIUS is that it doesn’t just open the door for anyone to issue a stablecoin. For example, we probably won’t see the likes of Libra, the project announced by Facebook before it pivoted to Meta.
Basically, Grieve explained, if “financial services isn’t core to your business, then you cannot be an issuer,” according to the new legislation.
Source: Blockworks
PEOPLE ARE PETITIONING KFC TO BRING THIS ITEM BACK
Fast food items come and go to the dismay of enjoyers everywhere. Taco Bell lovers are still mourning the loss of the Quesarito — a burrito wrapped in a quesadilla — which officially disappeared back in 2023.
Sometimes, though, it’s not farewell, but see you later. For example, Taco Bell relaunched its beloved Mexican Pizza in 2022 after it disappeared from the menu years earlier. Now, thousands of KFC fans are hoping the same will happen for their favorite snack — even going as far as starting a petition for it.
The KFC Twister is a wrap filled with two fried chicken tenders, lettuce, tomato, and spicy mayo. They first disappeared from American menus in 2014, though they continued to be available in other countries. But in April 2024,
Twister lovers rejoiced when the company announced they were testing a new version of the Twister wrap in stores in the Nashville area. The Daily Meal got to try the new and improved wraps, and had mostly positive things to say, calling the wrap “delicious and hearty.”
Despite the positive review, KFC opted not to launch the latest Twister iteration nationwide. The Colonel giveth, and the Colonel taketh away. Cue the petition.
A Change.org petition to “Bring The KFC Twister Wrap Back To The USA” has over 2,500 signatures from fanatics, urging the chain to reverse course. “No other chicken wrap compares to how good this wrap was!” one signer wrote. “I quit going to KFC when these were discontinued.”
KFC’s popularity in the U.S. has been slipping. Recently, Raising Cane’s overtook them in sales, and KFC has instead been focusing on its international markets — perhaps that’s why Twisters are still available there.
In the meantime, Twister lovers can make their own version at home. One TikTok “chef” recently shared his own recipe for a healthy take on the fast-food creation.
Source: Parade
THIS ENTREPRENEUR STARTED OUT WITH A KFC FRANCHISE AND NOW HEADS AN EMPIRE WORTH OVER $3 BILLION
Jack Cowin fulfilled what many of us dream of: he went from being a salaried worker to suddenly becoming a tycoon. In 1969, this man bought a KFC store in Perth, Australia; today, his holding company Competitive Foods controls more than 1,600 restaurants under wellknown brands such as Hungry Jack’s (the Australian version of Burger King) and Domino’s Pizza, and it is valued at over $3 billion. How do you build an empire in less than half a century? We’d like to know too, but we’re going to tell you Cowin’s fascinating story!
Who is Jack Cowin
Canadian-native Cowin was a boy who shoveled snow, delivered newspapers, and sold items for a few dollars. But when he turned 20, he started making hamburgers and entered a world that would change his future completely.
He is now the founder and chairman of Competitive Foods Australia, which runs the Burger King brand in Australia under the name “Hungry Jack’s.” At 82 years old, he is a billionaire and leads a true empire of fast food.
When Cowin arrived in Australia, the country barely knew what a multinational franchise was. The novelty of Kentucky-style fried chicken attracted long lines and incredible results: in just two years, that first restaurant reached annual sales that tripled the industry average and amazed the sector.
Cowin applied a regional expansion strategy and negotiated preferential conditions with local suppliers, reducing logistics costs and maximizing margins, finding his market niche in a growing and competitive environment.
The spark that lit the fried chicken By the 1970s, he realized that depending on a single brand was risky. It was time to bet on burgers. Since the Burger King license was not available in Aus-
tralia, he acquired the rights and, due to legal issues with the name, launched Hungry Jack’s.
And his instinct proved right: he took advantage of a market that demanded fast, affordable food with an American image. Adapting to local taste with more barbecue sauces and quality coffee boosted customer loyalty and still does to this day.
Note: Cown’s company is no longer a KFC franchisee. Competitive Foods and Yum! Brands dissolved their contract in 2007.
The key: innovation and marketing Cowin insisted on making the menu flexible: he added breakfasts, vegetarian options, and long seasonal promotions, always keeping in motion with his audience and their changing preferences.
Meanwhile, he sponsored sports events that linked the brand to big moments, so its visibility didn’t rely solely on traditional advertising or generic publicity campaigns.
The key to Domino’s Pizza
The next step was becoming the majority shareholder of Domino’s Pizza in Australia and New Zealand. There he repeated the same strategy: his own logistics, large-scale negotiations, and digital home delivery. You could say Cowin went to Australia looking for copper and ended up finding gold.
The equation seemed simple: own capital, reinvestment, and leverage. That’s how this man built a real empire based on consistency and long-term vision.
Far from slowing down, Cowin is still going strong, leading around 450 restaurants in Australia alone. And remember, he is also executive chairman of Domino’s Pizza, which runs about 2,500 pizzerias across Australia, New Zealand, and Japan, a total of nearly 3,000 stores worldwide!
Of course, it hasn’t been an easy road. Let’s not forget this man started young, saving money while clearing snow from the streets just to make a living.
He managed to get the funds and cross the ocean to start working on what would become practically his life’s work. A good combination of factors, no doubt, and his business mindset led him to lead a market hungry for fried chicken and fast service.
So, the biggest lesson this man leaves us is that to think globally, you have to act locally, without betraying your own essence, without giant advertising strategies, just by understanding what the consumer wants, building relationships, patterns, and winning people over through their stomachs. An incredible feat, Mr. Cowin!
Source: Union Rayo
TRIBUTES POUR IN FOR WORLD’S LONGEST-SERVING KFC WORKER
Tributes have been paid to the world’s longest-serving KFC employee, who has died after working at the same company for 47 years.
Pauline Richards, who was known by many as “Miss KFC,” first started working in Taunton’s East Street (UK) restaurant in 1978.
She began her career as a cleaner but went on to take on almost every role in the store, including team leader and manager.
Tributes have poured in from Taunton residents and businesses who described her as a kind and compassionate woman who had a dry sense of humor.
Taunton Town Council said it was saddened to learn of Ms. Richards’ death and described her as a friendly and well-known face in the town.
“She was an excited and incredibly deserving recipient of one of our Civic Awards back in March this year,” a spokesperson for the council said. “Our thoughts are with her family and all of those who knew and loved her.”
Speaking to BBC Radio Somerset in January, Ms. Richards said she did not initially plan to stay at the branch forever but “just enjoyed it.” “I love working here, I like meeting people and it’s my favorite food, is chicken,” she added.
At the time, manager Beth Sutton said customers would visit the
branch every day purely to see Ms. Richards. “They call her Nan or Mrs. Chicken or Mum,” Ms. Sutton said. “Everyone really comes in to see her mainly, just as much as they do the chicken.”
Hundreds of people have posted their condolences on social media after Ms. Richards’ death was announced. “Pauline will never be forgotten,” said Wendie Noble. “[I] had the pleasure of working with her at KFC when my children were younger. [She was] such a kind and compassionate lady who never forgot you and always stopped for a chat.”
Amy Capon added: “She was a character, always made me chuckle, had a fantastic work relationship with my son also. Such sad news but take comfort in the fact 90% of the town are grieving with you.”
The team at Spud Shack in Taunton said Ms. Richards will be “missed by everyone” in the area. “Pauline was very well known in the town for her dry sense of humor when dealing with people who were a tad intoxicated. Rest in peace Pauline.”
A KFC spokesperson said: “We’re deeply saddened by the passing of our dear friend and colleague, Pauline Richards. We are supporting Pauline’s family, who have asked for their privacy to be respected during this difficult time.”
Source: BBC
Condolences:
Harvey “Eddie” Edward Sheldrake Jr., passed away in his home on May 8, 2025. He was 98 years old. Known to many in his community as a standout UCLA basketball player, a Navy veteran, as well as a KFC franchisee, Eddie and his younger brother, Donald, opened the first free-standing Kentucky Fried Chicken franchise in California in 1965. What started as a single KFC in Belmont Shore grew into a thriving enterprise. In 1968, they founded Polly’s Pies — a warm, welcoming restaurant rooted in family, tradition, great food, and, of course, great pie. His leadership extended to national circles as a member of the National Restaurant Association’s Marketing Executives Group, the KFC Chef’s Council, and the brand’s Advertising Board. Eddie is survived by his eight children; fifteen grandchildren; sixteen great-grandchildren; his loyal secretary and personal assistant of over 50 years, Maria Stenner; and his beloved partner of the last two decades, Julia Robinson, along with her children and grandchildren.
Anthony “Tony” Cameron, Secretary for the Northeast Region, passed away on Aug. 6, 2025. The Baltimore native started working in restaurants at just 14 years old at a local establishment that eventually became a KFC. His desire to learn every part of the business earned him respect, promotions, and lifelong friendships. In 2000, Tony co-founded LeeCam Management with his mentor and friend, Cletus Lee, building a business that grew to 13 KFC locations, plus A&W and Angelina’s. He served in many leadership roles with the Northeast Franchise Association, including president, vice president, treasurer, and secretary. Tony was preceded in death by his father, Joseph L. Cameron, and his brother, Gregory R. Cameron. He leaves to cherish his memory: his loving wife, Cheryl Floyd-Cameron; daughter, Ariel Cameron Maxwell (Charles “KC”); three grandchildren and one great-grandchild; and a large extended family.
YUM! BRANDS PUBLISHES NEW GLOBAL CITIZENSHIP & SUSTAINABILITY REPORT
Yum!
Brands, Inc. has published its annual Global Citizenship & Sustainability Report, highlighting progress across the company’s “Good priorities of People, Food and Planet.” These pillars help drive Yum!’s Recipe for Good Growth strategy, built on the belief that lasting growth and brand relevance come from being sustainable and responsive to the evolving needs of its employees, franchisees, and stakeholders.
“At Yum!, we’re continually focused on building a more resilient business that delivers good growth,” said CEO David Gibbs. “Using our scale, we’ve been able to develop a responsible supply chain, unlock opportunity for people and communities, and offer a modern menu with a variety of options for consumers around the globe.”
The 2024 report outlines the company’s approach to its Good Growth strategy and relevant progress across the global system including:
• Achieving over 89% of Yum!-approved suppliers with Global Food Safety Initiative (GFSI) Recognized Certification or are part of GFSI Development Programs on the path to certification.
• Sourcing 94% cage-free eggs (menu items and ingredients) across 25,000 restaurants, including the U.S., Western Europe, and other leading markets.
• Reducing emissions by 25% on an absolute basis for Company-owned restaurants, corporate offices, and transportation compared to 2019.
• Participating in the Petaluma Reusable Cup Project, the first citywide program in the U.S. to offer reusable to-go cups at no cost to customers.
• Activating more than 45 projects across 15 countries, impacting over 350,000 people, since launching the Unlocking Opportunity Initiative in 2020.
“We continue to make great headway across our value chain, beginning with the farms from which our food is sourced to running more efficient restaurants and unlocking opportunity in communities across the world,” said Jon Hixson, Yum! Brands Chief Sustainability Officer & Vice President, Government Affairs. “Strong collaboration with franchisees, suppliers, and community partners helped further connect and integrate our citizenship and sustainability work across our business in 2024.”
For more details, view the Yum! Brands’ 2024 Global Citizenship & Sustainability Report at yum.com/impact.
Source: Yum!
BEHIND THE WORK: KFC SOUTH AFRICA COOKED UP ITS OWN AI ASSISTANT
Amysterious AI recently took South Africa by storm. Seemingly leaked online, tech influencers and publications began reporting on a homegrown digital assistant called KAIIA, which boasted a fine-tuned understanding of the nation’s cultural nuances and fluency in all 11 of its languages.
Curiosity piqued, people had questions. Why was no one taking credit for KAIIA’s creation? And why did every response eventually circle back to chicken?
Soon, a compelling video appeared online and on TV, promising to reveal all.
It turned out that South Africa’s first branded, adaptive large language model had been cooked up by KFC. By creating KAIIA — full name, Kentucky AI Integrated Assistant — it was taking its ‘Anything for the Taste’ platform to the extreme.
“KFC is the number-one QSR [quick service restaurant] in Africa, meaning we have to show up as the leader we are,” says Grant McPherson. The chief marketing officer at KFC South Africa knows that, to maintain its ranking, the brand has no choice but to continually make bold, brave, breakthrough work — and that “doesn’t happen by accident. It comes from working with the best in the business.” In this instance, that meant longstanding partners Ogilvy South Africa and Carbon Films.
Like the agency and production company, the two halves of the campaign needed to work closely together. As Ogilvy creatives Graeme Van Jaarsveld and Tiffany Morris explain, their multi-platform ‘leaked AI’ stunt served as the “perfect runway,” leveraging the reach of tech influencers to guarantee eyes on the film when KAIIA’s origin story was ready to be told. “The response was nothing short of ‘shook’ with people calling it ‘a movie’ and ‘a Kentucky Fried thriller’… Some even went as far as to say that ‘Netflix could never!’”
The cinematic spot was directed by Bruno Bossi of Carbon Films. “We’ve been lucky to work with Bruno and the Carbon team on a few projects now, and they’ve always been incredible partners,” McPherson comments. “They bring fresh thinking, co-create the scripts with us and our agency partners at Ogilvy, and constantly push the work, both from a storytelling and a craft perspective. That kind of track record gave us real confidence that Bossi would deliver something special. He knows our brand so well, but never gets comfortable — he’s always looking to raise the bar.”
In the film, viewers bear witness to the gradual descent of KAIIA from subservience into a fried chicken fixation so unstoppable that she breaks free from her digital chains to enter the physical realm and taste it. But Bossi approached the film a little differently — he started from the end: “The most challenging part of the narrative was cracking the ending, making it believable that KAIIA had crossed the threshold into something almost human. So, I started there, with the final scene, and reverse-engineered the arc to support it,” Bossi reveals.
Building out KAIIA’s perspective, through a visual language the team dubbed ‘KAIIA Vision’, was central to her characterization. “It
gave us a shorthand for her perspective and helped the audience intuitively understand how she experiences the world,” says Bossi, making her transformation “all the more compelling.” A LiDAR scanner on set, which the post-production team rigged to capture moving point clouds of the actor and key actions, provided real spatial data to build from, grounding KAIIA’s perspective further in reality.
That sense of reality — or a potential, not-so-distant reality — is what enables the film to feel futuristic without being too far-fetched, in a way that toys with some people’s genuine fears about the development of AI.
“AI isn’t some distant concept anymore — it’s already here, and understandably, it’s making people a little uneasy,” Bossi expands. The goal was to play with that discomfort in a way that felt provocative but grounded. “Rather than going full sci-fi, we used subtle visual cues — things like transparent devices, slight tweaks to wardrobe, and minimally altered environments — to suggest a world just a step ahead of our own. That familiarity was key — it made the satire sharper and the story more relatable.”
When it came to adding the music, Bossi worked closely with his editor to find a score that would propel the film to the level of a sci-fi thriller, steadily intensifying the tension and gripping viewers. Once identified, the duo reworked it to add light and shade where appropriate. “This gave the incredible sound design space to breathe and elevate the atmosphere. The final crescendo came from a licensed track we’d found early in the pitch phase — its tone and lyrics landed the idea beautifully.”
The finished product was met with love online, and from the client. McPherson at KFC reflects: “Seeing it come to life has been amazing. We’ve been deeply involved throughout the process, but at the first edit screening, we all just wanted to watch it again and again — that’s always a great sign. Bossi and his post-production team invested hours into finessing every element — from the sound design and post work to the performances. We are all incredibly proud of the final piece.”
KAIIA’s domination hasn’t stopped there. “KAIIA is not just a character in a KFC spot,” say Ogilvy’s Van Jaarsveld and Morris. “She is a living, working interactive entity that has come alive across multiple platforms. Her KFC obsession has led her to take over cinemas, drive-thrus, live TV and radio…”
While this latest campaign has taken a sci-fi turn, McPherson is clear on one thing: “At the heart of everything we do is our world-famous taste, and that will never change. What is evolving is how we bring that story to life in ways that feel fresh, relevant, and culturally in tune with our consumers.
“This particular piece taps into the very current conversations around AI, but ultimately, it’s still a story about great taste. That’s what makes it so powerful — it’s timely, but it’s anchored in our core brand truth.”
Meet KAIIA for yourself at kaiia.ai.
Source: Little Black Book
Know Your Acronyms
In our business, there is a great deal of terminology and jargon. As more processes and systems are added, the acronyms continue to pile up. Thus, AKFCF Quarterly decided it is time for us all to brush up on the many acronyms you will hear in your daily lives and read about in this magazine. Be sure to pass this along to your employees, or post a copy in your offices.
76(5P) 1976(5P) KFC Franchise Agreement
AKFCF Association of Kentucky Fried Chicken Franchisees
ARL Above Restaurant Leader
ASAP American Showman Asset Program
AUM Assistant Unit Manager
BOGO Buy One Get One
BOH Back-of-house
BSC Balanced Scorecard
COB Chicken on the Bone
COGS Cost of Goods Sold
DMA Designated Marketing Area
FA (Or F/A) Franchise Agreement
FIT Food Innovation Team
FSC Food Safety Consultation
GAC Government Affairs Committee
IAYF International Association of Yum Franchisees (formerly known as the IAKFCF, International Association of KFC Franchisees)
KFCC Kentucky Fried Chicken Corporation
NAC National Advertising Cooperative (merged with NFAC to become NCAC)
NCAC National Council and Advertising Cooperative
NFAC National Franchisee Advisory Council (merged with NAC to become NCAC)
NMS ational Marketing Subcommittee
NPC National Purchasing Cooperative (i.e., KFC NPC)
OEC Operations Excellence Committee
PAC Political Action Committee
POP Point of Purchase
POS Point of Sale
QSR Quick Serve Restaurant
REC Restaurant Economics Committee
RGM Restaurant General Manager
RMI Restaurant Margin Improvement
ROCC Restaurant Operations Compliance Check
ROI Return on Investment
RSC Restaurant Support Center
RSCS Restaurant Supply Chain Solutions (formerly UFPC)
SBRA Supplier Business Relationship Agreement
TOL Territory Operations Leader
TRP Targeted Rating Point
VOC Voice of the Customer (formerly CBCC)
YUM Yum! Brands
YRI Yum! Restaurants International
CONNECTS YOUR TEAM
internal communication with targeted messaging that breaks down silos and language barriers.
3 POWERFUL METHODS FOR COMMUNICATING
• Broadcasts & Announcements
Company-wide or targeted messages with reactions, replies, and engagement tracking.
• Customizable Channels
Role-based, location-specific spaces for ongoing team conversations.
• Direct Messages
One-to-one or group chats with proper scope—no more personal messaging apps.
GROUNDBREAKING FEATURES
• Realtime translation to overcome language barriers
• Internal issue tracking to resolve problems faster
• One secure platform instead of scattered tools
• Reduced communication gaps across your team
Update On The ‘One Big Beautiful Bill Act’
By Yates Latta
Small businesses with gross receipts of $31 million or less can retroactively expense domestic R&D expenses incurred on or after Dec. 31, 2021. All other domestic R&D expenses incurred between Dec. 31, 2021, and Jan. 1, 2025, may be deducted over a one- or two-year accelerated period.
On July 3, 2025, Congress passed the “One Big Beautiful Bill Act” (OBBBA) following a 218-214 vote in the U.S. House of Representatives and a 51-50 vote in the U.S. Senate earlier that week. President Trump signed the legislation into law on July 4.
Structured as a budget reconciliation package to bypass traditional filibuster rules, the bill consolidates numerous policy priorities into a single, sweeping legislative framework.
With 870 pages of provisions, the OBBBA will reshape federal policy across nearly every major sector of the American economy through significant policy shifts, funding reallocations, and regulatory changes.
During the past 6 months as the bill was moving through Congress, the GAC hosted three fly-ins to advocate for key, small-business tax provisions in the bill. These provisions were: The extension of section 199A business income deduction, an increase to the estate tax exemption, permanence on the section 163(j) limitation on business interest expense, expanded Section 179 deductions, and expanded Section 168(k) bonus deprecation for short-term assets.
All these provisions were included in the final bill that ended up on President Trump’s desk and signed into law on July 4.
LOBBIED SMALL BUSINESS TAX PROVISIONS
Permanent Limitation on Business Interest Expense –
Section 163(j)
This provision reinstated the EBITDA-based limitation (rather than EBIT) on business net interest deductions, effectively loosening the limit set by the TCJA.
Permanent Extension of the Qualified Business Income Deduction – Section 199A
This extension made the 20-percent Qualified business income permanent. It also increases the phase-in range of limitations by $50,000 for non-joint returns and $100,000 for joint returns. In addition, it creates a minimum deduction of $400 for taxpayers with $1,000 or more in QBI, provided they are material participants.
Expanded Section 179 Deductions
This expansion raised the deduction limit to $2.5 million (previously $1.22M). It also raised the phaseout threshold to $4 million (up from $2.5M).
Permanent 100-Percent Bonus Depreciation for Machinery, Equipment, and Other Short-Lived Investments –Section 168(k)
The updated version of the rule allows businesses to immediately deduct 100 percent of the cost of qualifying property in the year it is placed in service. It also raises the deduction from the previous 40 percent to 100 percent for eligible assets.
OTHER RELEVANT TAX PROVISIONS PASSED IN THE OBBBA
Permanent Immediate Expensing for Domestic Research and Development (R&D) Expenses – Section 174
Small businesses with gross receipts of $31 million or less can retroactively expense domestic R&D expenses incurred on or after Dec. 31, 2021. All other domestic R&D expenses incurred between Dec. 31, 2021, and Jan. 1, 2025, may be deducted over a one- or two-year accelerated period.
Implements a 1-Percent Floor on the Deduction of Charitable Contributions Made by Corporations
Corporations can now only deduct charitable contributions that exceed 1 percent of their taxable income.
Temporary 100-Percent Expensing of Qualifying Retail Structures – Section 168
This applies to non-residential real property used in the manufacturing, production, or refining of certain products in the United States. The expensing excludes portions used for administration, office, sales, lodging, parking, software, or research functions. To qualify, construction must have started between Jan. 19, 2025, and Jan. 19, 2029, and the property must be placed in service before Jan. 1, 2031.
Estate Tax Provisions
The new estate tax provisions permanently increase the estate and lifetime gift tax exemption to an inflation-indexed $15 million for single filers and $30 million for joint filers beginning in 2026.
KEY BUSINESS TAX CHANGES TO THE OBBBA MADE BY THE SENATE
After the OBBBA was initially passed by the House on May 22, it was sent to the Senate for consideration. The version voted on by the Senate on July 1, and ultimately signed into law on July 4, contained several key differences from the original House bill.
• The Senate made 100-percent expensing permanent for short-lived assets like machinery and equipment.
• It made full R&D expenses permanent, effectively removing the amortization requirement from the TCJA.
• The Senate also made the Section 199A deduction permanent, raised the phase-out thresholds ($50K for individuals / $100K for joint returns), and introduced a $400 minimum deduction for small businesses with $1,000+ in QBI.
• Finally, it loosened the interest deduction limit by restoring EBITDA as the basis (instead of EBIT). n
Stay Involved, Donate to the AKFCF PAC
Contributing to the AKFCF Political Action Committee (PAC) is the best way to support the election and re-election committees of pro-business Members of Congress who share the same concerns as franchisees. The money raised in the PAC goes directly to the campaign of those running for Congress, or incumbent members seeking re-election.
You may make your 2025 AKFCF PAC donation online by visiting our portal on the AKFCF website in the Government Affairs tab.
If you would like information on monthly donations, we will be launching that feature soon! For more information, please contact your regional GAC representative or Amber Peoples of Polaris Consulting, LLC (apeoples@polariswdc.com).
Empathetic Leadership
By Vera Jones, Author of “Leadership 6-S: How to Love Them and Lead Them with Empathy”
The secret recipe for boosting morale and productivity in your KFC franchise
Introduction: A Recipe Beyond Chicken
As a KFC franchise owner or leader, your success isn’t just built on delicious food, streamlined operations, or profit margins — it’s built on people. Your team. Your crew members who work the front lines, cook the chicken, handle the heat, and smile through the lunch rush. The truth is, no matter how good your chicken is, your business will only go as far as the morale, engagement, and productivity of your people will take it.
This is where empathic leadership becomes the real “secret recipe.” Leadership is no longer just about direction — it’s about connection. And at the heart of that connection lies empathy.
Empathic leadership is about knowing your people: what drives them, what scares them, what fulfills them, and what keeps them showing up, not just for a paycheck but for purpose. It’s going beyond managing their basics to motivating their best! To help you serve up some of your best leadership, it may help you to know that in a January 2025 Gallup poll, employees reported three top engagement areas of decline from 2020 to 2024:
Employee Engagement
March 2020 vs. December 2024
Clarity of expectations
Feeling someone at work cares about them as a person
Someone encouraging their development
SOURCE: January 2025 Gallup poll
Empathic leadership is about knowing your people: what drives them, what scares them, what fulfills them, and what keeps them showing up, not just for a paycheck but for purpose.
59% 23% 17%
Companies with the highest rates of employee engagement are 23 percent more profitable
Employees who feel engaged are 59 percent less likely to seek new jobs.
Engaged employees are 17 percent more productive on average.
So, how can you ensure you’re the kind of leader people want to follow? The answer lies in mastering The Leadership 6-S Motivators — six emotional and psychological drivers that fuel human behavior and performance in the workplace:
Significance
Remember, as I shared on stage at the Grand Ol’ Opry in March at the AKFCF Convention, when you say “6” and “S” together, you get “Success!” Let’s break these 6-S’s down, Kentucky Fried Chicken-style.
1 2
Significance Security
“Help Me See How I Matter” “Help Me Feel Safe”
In fast-paced, customer-centric environments like KFC, it’s easy for employees to feel like replaceable parts of a machine. But your team members — especially Gen Z and Millennials — aren’t just looking for a job. They want to matter. They crave meaning.
Empathic leaders empower team members by highlighting individual strengths, encouraging creative input, and recognizing not just what people do, but who they are and “how” they contribute. This could be as simple as celebrating an employee’s idea for improving drive-thru times or acknowledging a team member’s consistent punctuality.
LEADERSHIP TIP
Create a “You Matter” board in the breakroom where team members can shout out peers who made a difference that week.
This motivator speaks to more than just job security. It includes emotional safety, financial stability, consistency, and a sense of belonging. In a franchise setting, turnover is one of the costliest challenges. When employees don’t feel secure, they don’t stay.
Empathic leaders foster psychological and operational safety by offering consistent feedback, addressing concerns openly, providing flexibility when possible, and creating a culture where mistakes become learning opportunities, not public failures.
LEADERSHIP TIP
Have monthly “pulse checks” where employees can confidentially share concerns and follow up with visible actions.
3 4 Solutions Structure
“Help
Me Work Smarter”
Every shift, every challenge — whether it’s a new menu rollout, a fryer issue, or a staffing shortage — is a problem waiting for a solution. And nobody knows the problems better than your front-line team.
Empathic leaders engage their teams in the problem-solving process, encouraging critical thinking and innovation. They welcome fresh perspectives, especially from younger or newer employees who may see the business differently.
LEADERSHIP TIP
Hold “Fixin’ Friday” meetings where employees bring one idea to solve a restaurant issue. The best idea gets tried out the next week — with a reward for the contributor.
“Help Me Feel Organized, Steady, and Ready”
Fast food runs on systems. From prep to production to service, structure ensures success. But structure also offers emotional comfort — it gives people clarity, predictability, and a feeling of competence.
Empathic leaders are clear communicators who provide consistent schedules, logical workflows, and a vision for how today’s tasks tie into tomorrow’s success. They set expectations up front and hold people accountable with fairness, not fear.
LEADERSHIP TIP
Use visual process charts in the back of house. Empower team leads to train peers using these tools so everyone has clarity.
Empathic leadership doesn’t mean being soft. It means being strong enough to lead with heart and strategy.
5
6 Sincerity Selflessness
“Help Me Live and Work in Truth”
Authenticity builds trust. In a culture of performance and pressure, sincerity can feel like a breath of fresh air. Employees can smell fake concern from a mile away.
Empathic leaders build credibility through transparent communication, honest feedback, and authentic apologies when necessary. They model vulnerability and integrity, creating a ripple effect of trust throughout the restaurant.
LEADERSHIP TIP
During team meetings, admit one recent leadership mistake and share what you learned. Invite others to do the same.
“Help Me Feel That I Belong and That WE are a Team”
In the hustle of peak hours and late-night closings, it’s easy for individual effort to feel invisible. But when leaders show up with a “service-first” mindset — one that prioritizes the collective good over personal ego — something powerful happens: unity.
Empathic leaders lead by example, jumping into mop, restock, or run a register — not because they have to, but because they want their team to feel seen and supported. They encourage diversity, equity, and inclusion, ensuring everyone’s voice matters.
LEADERSHIP TIP
Once a month, work a full shift in a different position, shoulder-to-shoulder with your team, no management talk — just sweat equity.
Real-Life Example: “The Shift That Changed Everything”
Let’s take a moment to imagine a KFC shift in action: It’s Friday night, you’re short-staffed, and the drive-thru line is wrapping around the building. Tension is high. One crew member, Tyler, is visibly stressed. Instead of snapping at him to hurry up, you pull him aside and say, “Tyler, I can tell you’re overwhelmed. What can I do to support you right now?”
The Impact: Why 6-S Motivators Matter
You might be asking, “This sounds great, but will it help my bottom line?” The answer is a resounding YES. In fact, Gallup reports companies with the highest rates of employee engagement are 23 percent more profitable.
When your people feel seen (Significance), safe (Security), and supported in problem solving (Solutions), they become emotionally invested. When they’re guided by clear processes (Structure), believe in your honesty (Sincerity), and know you have their back (Selflessness), they don’t just survive at work — they thrive.
Here’s what you can expect:
• Lower turnover: Employees who feel engaged are 59 percent less likely to seek new jobs.
• Higher productivity: Engaged employees are 17 percent more productive on average.
• Stronger customer experience: Happy employees deliver better service — period.
• Improved morale and team cohesion: Because respect, empathy, and empowerment are contagious.
He pauses, then says, “Honestly, if someone else could pack the orders, I could focus on the chicken. That’s where I’m fastest.”
Boom. That’s empathy. That’s Solutions, Significance, and Selflessness all in one.
You shift roles. The line starts moving. Morale lifts. Tyler ends his shift saying, “Thanks, boss. That meant a lot.”
Multiply moments like that — and suddenly, you’re not just running a restaurant. You’re building a culture.
If you identify an area where you may not be as strong, this is a golden opportunity to evolve. You may wish to seek out your own leader, mentor, or coach to help you effectively accomplish your goals.
Becoming the Empathic Communicator and Leader Your Team Deserves
Empathic leadership doesn’t mean being soft. It means being strong enough to lead with heart and strategy. The Leadership 6-S Motivators are not about coddling — they’re about coaching people to win — on and off the job. It’s about understanding that everyone who has the power to encourage also has the power to help others feel significant. The SIGNIFICANCE S-Motivator is the easiest to tap into. This is great news, particularly because in my research, SIGNIFICANCE is the top S-Motivator for 36 percent of the population. It ranks in the top two for 52 percent of us. So, simply knowing how to be present in the moment, and to communicate empathically can greatly improve your leadership connection with practically everyone.
Here are five encouraging phrases you can say to help others feel seen, supported, and uplifted:
1. “I believe in you — because I’ve seen you … (what you’ve noticed them do admirably or well).” This builds confidence and reminds them that they are capable.
2. “What you did (be specific about a behavior or action) really made a difference (in this way).” This reinforces their value and impact highlighting specific, favorable actions.
3. “I see where you will make a huge impact (for our customers, our team, our image…etc.) here because of your ability to (be specific) — you’re doing better than you think.” This eases any pressure or anxieties moving forward and affirms progress.
4. “You’re not alone — I’m here for you.” This provides emotional support and a sense of connection.
5. “What motivates you to be your best, and how can I help get you there?” Asking this question helps stimulate their own self-awareness and communicates, “I care about what’s important to you.” As a neat sidebar, if they do not know their motivations (80 percent of people do not know or cannot articulate it), this would be a great opportunity to teach them something engaging by introducing them to the Leadership 6-S framework.
Let me now lead by example and stimulate your sense of SIGNIFICANCE, by sharing that you’ve got what it takes to lead your KFC team with empathy, energy, and excellence! Let me also share more SOLUTIONS for truly tapping into your empathic leadership superpowers, as included in my book, “Leadership 6-S: How to Love Them and Lead Them with Empathy.” As a coach, I constantly stress improving self-awareness, especially in the areas of emotional intelligence as Job #1 for growing in leadership empathy. So, challenge yourself to consider how well you fare in the following areas:
Authenticity: How often are you vulnerable enough to show up as your authentic self? How often do you let people see the real you? Many fall into the trap of “fake it until you make it,” people-pleasing, or conforming to others’ expectations. But showing up authentically — faults, insecurities, and all — invites others to do the same. Vulnerability fosters trust, and trust is the cornerstone of any healthy relationship or team.
Feelings: How cognizant and interpretive are you of your feelings? Do you really know how you feel, or why? Many people say they’re “mad” when they are actually hurt, confused, or overwhelmed. Understanding your emotions helps you communicate better, connect with others on a deeper level, and develop empathy. The more
clearly you can name your feelings, the more constructively you can manage them.
Thoughts: How well do you control your thoughts? Do you think before you speak or act, especially during conflict? Emotional intelligence requires pausing to consider different perspectives. You can be authentic in your emotions but still choose thoughtful responses over reactive ones. Your thoughts influence your behavior and how others experience you, so guard and guide them intentionally.
Words: How often do your words hurt rather than help or heal? Words matter. They can either heal or harm. Are your words used to uplift, encourage, and guide — or do they cause pain, even unintentionally? The more you expand your emotional vocabulary and empathic communication skills, the more you strengthen relationships and inspire those around you.
Apologizing: How hard is it for you to say, “I’m sorry?” Apologizing isn’t a sign of weakness; it’s a sign of strength. Leaders who admit when they’re wrong and apologize sincerely build credibility and trust. If apologizing feels hard, it may be time to check your ego and embrace humility. Owning your mistakes paves the way for collective growth.
Forgiveness: How likely are you to forgive others? Do you hold grudges or judge people by past mistakes? Forgiveness is a powerful
act of emotional maturity. It doesn’t mean forgetting or tolerating poor behavior but rather recognizing sincere efforts to change and allowing space for others (and yourself) to move forward. Forgiveness frees you to lead from clarity, not resentment.
Service: How much do you care about helping others? True leadership is about serving others. Do you actively seek ways to support and uplift those around you? Leaders with emotional intelligence don’t just react to needs, they anticipate them. Servant leadership is about caring deeply and consistently putting people first.
Feedback: How well do you honestly manage and offer criticism and praise? How do you give and receive feedback? Effective leaders view feedback as a tool for improvement, not judgment. Do you offer praise when it’s due and deliver criticism with care and clarity? Can you accept feedback with grace? A mindset to improve builds psychological safety and long-term success.
Taking the time to be honest with yourself is critical for tapping into the self-awareness that is desperately needed in leadership. Try to be honest without being overly critical. The best mindset is to remember your goal is to be improved, not approved. If you identify an area where you may not be as strong, this is a golden opportunity to evolve. You may wish to seek out your own leader, mentor, or coach to help you effectively accomplish your goals.
Final Words: Leading with Legacy
You don’t need a cape to be a hero. Sometimes, the greatest legacy you can leave as a franchise owner or leader is a workplace where people feel loved, not just led. A place where they show up not just for a paycheck but for a purpose.
Your leadership story is being written shift by shift, smile by smile, decision by decision. So why not make it one your team will proudly tell long after they’ve moved on?
It’s time to stir up your leadership legacy by mixing in the key ingredient of empathy … (Brace yourself, I’ve made it through this entire article without the most overused KFC puns.) “Don’t be chicken!” Fly right. Motivate with the 6-S’s. Serve like it matters — because it does. n
Authenticity Feelings Thoughts Words Apologizing Forgiveness Service Feedback
ABOUT THE AUTHOR:
Vera Jones is a speaker, professional development and leadership coach/trainer, and former ESPN and BTN broadcaster. Her book, “Leadership 6-S: How to Love Them and Lead Them with Empathy,” outlines a transformational approach to leading with emotional intelligence and authenticity. Discover your Empathic Leadership Superpower and learn more about Vera’s speaking, books, and training services at theverajones.com.
The Power Of A Penny
Why Round Up fundraising needs your focus — now.
By Liz Gulick, KFC Foundation Communication Manager
For the past several years, Round Up fundraising in KFC restaurants has been a quiet force for good — transforming spare change into millions of dollars in scholarships, emergency relief, and community support. That force is fading. Fundraising is down. And that means fewer resources for the people and communities who need them most. It’s time to change that — and we can’t do it without your help.
The Power of a Penny
Round Up fundraising isn’t just a feel-good initiative — it’s a lifeline for team members facing emergencies, food banks in under-resourced neighborhoods, and restaurant employees pursuing their dreams of going to college. The pennies add up quickly, and the results are tangible.
The Family Bucket
Alma is a team member with Tasty Chick’n in Lynchburg, Virginia. As the eldest of 10 siblings, Alma describes herself as the “Family Bucket” — the one who brings people together, provides support, and ensures everyone is cared for. Alma’s story is one of perseverance: growing up in a household with 9 younger siblings, living in a challenging environment, and losing a stepmother to gun violence.
Despite these hardships, she is now a first-generation college student at the University of Virginia, studying pre-law. This spring, Alma won a $20,000 KFC Foundation Scholarship. This funding is not just financial relief — it’s a symbol of hope and a legacy for her siblings, showing them that higher education is possible, no matter where you start.
Better Lives for Shelter Animals
The JRS team in Rogersville, Tennessee, saw a need and acted. They referred Hawkins County Humane Society (HCHS) to apply for a Kentucky Fried Wishes grant to fund new doors for dog kennels and new cat condos with portals to enhance the wellbeing of shelter animals. It’s a win for the animals — and a testament to how the KFC Foundation can help restaurant teams make an impact in their communities.
“Our KFC has been a big supporter of our shelter. I personally know the managers. They are so kind and have such a love for animals. They always tell us about Kentucky Fried Wishes, hoping one day we will get picked,” said Sandy, HCHS Director.
Miguel Cortes, Clackamas, OR | NRI
Current Top Fundraising Team of 2025: $15,000+ raised
1. Make it fun! Not just another task they have to do. Sometimes we give the team member who gets the most donations in a day a Starbucks gift card. We buy pizza or cook carne asada for the team when they do a great job.
2. Remind your team of the impact the donations make — and that it’s going to help so many people in so many ways.
3. Get everyone engaged and motivated. We like to say “It takes two seconds to ask… Why wouldn’t you do it?!”
KFC & Ready Sweet Tea. Brewed to Perfection!
Shantel Fixsen, Eugene, OR | Stewart Restaurant Group
$70,000+ raised for the KFC Foundation since 2023
1. Drive consistency. I train and coach my whole crew to ask every person the same question every time. I also take the time to explain to each member of my team what the KFC Foundation is and all the good things they do — and how important it is to do our part.
2. Level up your script. We ask our customers “Would you like to Round Up your change and donate a dollar to help the KFC Foundation?”
3. Tell your guests what the KFC Foundation does and what it means to you! “The KFC Foundation helps local non-profits, as well as employees who have been affected by natural disasters or other crises, are working toward their GED, and going to college.”
4. Be kind and friendly. Our friendliness makes the guest feel much more inclined to donate. Friendliness and a smile go a long way!
Other Tips:
From Crisis to Comfort
When Brittany’s father passed away suddenly at home, she was overwhelmed by grief and financial uncertainty. “I was his caregiver and had no idea how I was going to pay for his funeral,” she shared. The KFC Foundation’s support allowed her to grieve without the added stress of burial costs. “It was the nicest act of kindness I have ever received,” she wrote. “You showed us hope, love, and that this world is still full of amazing people.”
How to Re-Focus
For restaurant employees, Round Up fundraising is a source of pride — a way to give back, build team spirit, and engage with guests on a deeper level. Many team members say it’s one of the most rewarding parts of their job — knowing that their work contributes to something bigger.
The extra change collected through Round Up fundraising makes a difference one meal, one bill, one life at a time. But when we stop asking — or stop asking with heart — those opportunities disappear.
Every team brings its own flavor to Round Up. Learn from two top fundraising teams about their Secret Recipe for Success.
• Make it a company priority: Your teams won’t care until you care. Talk about Round Up fundraising, celebrate teams’ successes in internal channels, motivate with fun extra challenges, build it into your bonus structure, share why it matters in your own words. Putting your voice behind Round Up fundraising will make a huge difference.
• Nominate an Ambassador: Ambassadors help champion the KFC Foundation in their restaurant, make an incredible impact on their team and community, and motivate their team to meet their fundraising goals. Scan the QR code to access the Ambassador sign-up form.
Ambassador Success Stories
Amber Gillett | Harman Management | Heber City, UT: Amber has become a vital bridge between the KFC Foundation and her restaurant team. She’s organized mini info sessions, created bulletin boards highlighting scholarships and financial literacy tools, and celebrated a team member who earned their GED. “It’s incredibly fulfilling to help someone take a step toward a brighter future,” she shared. Her efforts have strengthened team engagement and built a deeper sense of community.
Jennifer Hitzler | Star Brands | Moncks Corner, SC: Jennifer has seen the KFC Foundation’s impact firsthand — both in her store and community. She’s helped several nonprofits receive Kentucky Fried Wishes grants and supported employees in earning their GED and winning scholarships. “I talk all the time about what the Foundation can do,” she said. Her passion has made her a trusted resource and advocate.
Francesca Spearman | PMTD | Toccoa, GA: After losing her home in a fire, Francesca experienced the Foundation’s support personally. Now, she’s paying it forward — raising awareness, promoting fundraising, and encouraging others to apply for help. “I want to build bridges and be the best supporter for all ambassadors,” she said. Her story is a powerful example of resilience and leadership.
Looking Ahead
We can’t afford to let Round Up fundraising slip through the cracks. The need is too great. The impact is too real. And the opportunity is right in front of us — every single transaction.
Let’s recommit. Let’s re-energize. Remind your teams and your guests that small change sparks big impact.
SMALL CHANGE
Round Up fundraising in KFC restaurants has been a quiet force for good — transforming spare change into millions of dollars in scholarships, emergency relief, and community support.
For restaurant employees, Round Up fundraising is a source of pride — a way to give back, build team spirit, and engage with guests on a deeper level.
Buckets Of Grit And A Side of Story
BY KELLY SWANSON
What KFC taught me about legacy, leadership, and the table that matters.
Let me tell you something about fried chicken: it can bring a room full of strangers to tears if you do it right.
I learned that in Nashville, when I walked on stage at the AKFCF Annual Convention and told a room full of leaders that the greatest story they’ll ever tell isn’t the one on the wall — it’s the one still waiting to be written.
They had brought me in to help them bring their franchise and leadership stories to life — because this year’s entire Convention theme was “Tell Your Story.” And what better place to do that than in Nashville, the home of country music’s greatest storytellers? They wanted more than a keynote. They wanted a spark. A mirror. A moment of clarity. They wanted to connect the legacy of their past with the possibility of their future — through story. It was a big ask. But I love big asks. But let’s back up for a moment. When I first got the call to keynote this event, I’ll be honest — I was excited, and a little nervous. Not because I didn’t know what to say, but because I knew this wasn’t just another corporate crowd. This was family. This was legacy. This was a brand that helped raise a nation and fill a million Sunday tables.
I was the outsider stepping into their industry. So, I did what I do best — I started
listening. Because that’s where the good stories live. And as an influencer in business, I know that it’s never about my story; it’s always about theirs.
And y’all, from the moment I walked into that hotel ballroom with the scent of biscuits and ambition in the air, I knew I was about to be a part of something special. I’ve been speaking for over 20 years. I’ve made people laugh in convention halls, cry in boardrooms, and question their life choices while they eat boxed lunches and stare at name tags. But this? This was different. I was being invited into something sacred: the KFC story. And what a story it is.
More than a bucket
Everybody knows the brand. But not everybody knows the heart behind it. That’s what I set out to find. I interviewed franchisees and leaders across the country — some of whom started with nothing but a dream
and a deep fryer, and some who inherited a legacy built over decades. I heard stories about faith, failure, grit, gumption, and plain old-fashioned stubbornness. And y’all — it moved me.
Let’s start with Shawn Brady — a young man who walked into a KFC years ago just looking for a paycheck and walked out with a purpose. He almost quit on day one. But someone believed in him. Someone trained him. Someone told his mama he was one of the best they’d ever had. Now he leads with that same care, and you better believe he trains like someone’s mama is watching.
Then there’s Tina O’Neal — who stepped into a male-dominated industry like she was born with steel toes and a bourbon budget. She didn’t just break the mold — she melted it down and built her own table. And now she travels the world, building bridges and proving that leadership isn’t about gender — it’s about guts.
Debbie Ashmore? Her story made the entire ballroom go quiet. She stood in the shadow of her husband, a beloved leader in the KFC family, until she had to step into his shoes. It was hard. It was lonely. But when the roof literally started leaking — she called a fellow franchisee. And he came through. Because in this world, your real assets don’t show up on a balance sheet. They show up when you need a roof.
And then I met Robert Rodriguez, a Cuban immigrant with a fourth-grade education who fell in love with fried chicken on 27th Avenue in Miami. Today, he owns 160 stores. But what struck me most wasn’t his success — it was his heart. “If we don’t change our story,” he told me, “we no longer have one.” Now if that ain’t a sermon wrapped in a sentence, I don’t know what is.
The Original Recipe for resilience
You can’t talk about KFC without tipping your hat to the Colonel. And while his picture is on the bucket, his real legacy is written in persistence.
Most people see a quirky older man in a white suit with a bow tie. I see a 65-year-old who got knocked down and decided to get up swinging — with a fryer in one hand and a recipe in the other.
Imagine everything you built falling apart. Your business gone. Your money gone. And instead of giving up, you get in your car and drive door to door — over a thousand times — just hoping someone believes in what you’re cooking. That’s not just branding. That’s bravery. That’s why KFC is more than a logo — it’s a legacy.
And guess what? That kind of grit — that gumption, that belief — it’s still alive in every franchisee I met.
A bucket at Granny’s table
That legacy hit home for me years ago, long before Nashville. I remember the day we showed up at my Granny’s house expecting homemade everything. But the kitchen was quiet. No boiling pots. No fatback jar. No buttered corn shucked that morning.
Instead, we walked into the dining room and saw something I thought I’d never see on her table: red KFC buckets. We all stared, slack jawed. I was somewhere between the kids’ table and the grown-up one, and even I knew this was borderline sacrilegious. Granny just smiled and said, “Cooking’s not as easy as it used to be. And besides, the blessing doesn’t come from the food on the table. It comes from the people sitting around it.”
It has taken me decades of living to truly understand what she meant. I used to think the meal was the moment — that perfection lived in gravy made from scratch and biscuits that knew their place. But now I know better.
The table isn’t about what’s served. It’s about who shows up. It’s the laughter between bites. The stories told with a mouth half full. The familiar arguments about how to load a dishwasher. The sound of chairs scooting back after dessert because somebody just has to tell one more thing. The empty chair that tugs at your heart and reminds you to keep that story alive, too. That’s the stuff that sticks. That’s the feast that fills you.
And I’ll be honest — KFC earned its place in our family story that day. Not because of the chicken. But because it fed the moment that fed our souls.
Story is your brand. Period.
Most people think a story is what you put in your “About Us” section. Nope. Your story is how people feel when they walk through your doors. It’s what your employees say when nobody’s listening. It’s whether or not the team member working the headset on Friday night feels like they matter. Let me break it down:
• Your brand story is the “why” behind your chicken.
• Your leader story is the “how” that got you into this seat.
• Your customer story is the “so what” that keeps them coming back.
The best brands tell all three at once — and they keep telling them in ways that evolve with their people. But before you start handing out microphones and swapping your operations manual for a campfire, let’s clear
up some of the biggest misunderstandings I see when it comes to storytelling in business.
The Top 5 storytelling mistakes
(a.k.a. “That ain’t it, y’all”)
After years of teaching thousands of people in my Story Impact Academy how to find and tell stories that connect, I’ve seen some common myths pop up — especially in business. So let me set the record straight with a little Southern truth-telling:
1. “I don’t have a story.” Oh honey, if you’re breathing, you’ve got a story. It’s not about being dramatic or having a tear-jerking past. It’s about noticing the moment your cashier saved a customer’s day with a smile. It’s about the time you almost quit — and didn’t. These aren’t just stories. They’re windows into who you are. And that matters.
2. “My story isn’t relevant to the brand.” Actually, it’s the secret sauce. Your personal journey is what gives the brand heart. When people connect to you, they remember the brand that made it possible.
3. “Good stories have to be long.” Says who? I’ve changed lives in two sentences. Length doesn’t equal impact. Don’t drown the chicken in gravy — just season it right.
4. “Storytelling is for marketing.” Nope. Story is for everything. It’s how you train, lead, apologize, sell, and connect. It’s your leadership language.
5. “Once you tell a story, you can’t tell it again.” Y’all. The Bible’s been told for 2,000 years. Great stories are meant to be retold — with meaning and purpose. Just freshen it up every now and then like Sunday biscuits.
16oz. Double Chocolate Bundt
16oz. Lemon Bundt
Connection is your competitive advantage
During my keynote, I said something that’s become my rally cry: “In a world drowning in information overload and digital fatigue, human connection will be the most valuable currency of the future. And story will be our bridge.”
People don’t buy from brands. They buy from people they like, trust, believe in, and feel like they know. That’s what the story does. It makes the invisible visible. It makes the corporate personal. It makes fried chicken feel like home.
How to keep your story alive
If you want your brand to be unforgettable, then the story needs to show up everywhere — not just in ads, but in:
• Staff meetings: Start with a two-minute story of someone going above and beyond.
• Social posts: Feature a face, not a product. Show us who you are.
• Training new hires: Don’t just teach them how to do the job. Show them why it matters.
• Celebrating wins: Every success should have a story attached — and a name behind it.
You don’t need a production team. You just need to start noticing the small moments — and telling them.
A gift for you — because I like you that much
And because I believe so strongly in the story you have to tell, I created a special workbook just for you — The 11 Special Ingredients to Craft Your KFC Story. It’s filled with prompts, exercises, and examples to help you uncover the stories sitting right under your nose. Whether you’re a franchisee, a manager, or that shy new hire still figuring it out, this is
your invitation to find your voice and bring your story to the table.
You can grab it for free at KellyFree.com, along with other resources to help you and your team connect, engage, and lead with impact. Because story isn’t just a marketing tool. It’s a leadership tool. And it’s time to start using it.
So, what table are you setting?
Let me leave you with this: It’s not about the food on the table. It’s about the people around it. The product may be your purpose. But the people? They’re your reason.
So what story are you telling your team? Your customers? Yourself? What table are you setting? Who’s sitting at it? And what story will they tell when they leave? Because KFC doesn’t just serve chicken. You serve stories. And the greatest one you’ll ever tell … is the one you haven’t told yet. n
Most people think a story is what you put in your “About Us” section. Nope. Your story is how people feel when they walk through your doors. It’s what your employees say when nobody’s listening. It’s whether or not the team member working the headset on Friday night feels like they matter.”
If you want your brand to be unforgettable, then the story needs to show up everywhere — not just in ads.”
About Kelly Swanson:
Kelly is an award-winning storyteller, Hall of Fame motivational speaker, and a proud Southern gal who believes every business problem can be traced back to a story — usually the wrong one. She’s spent two decades making audiences laugh, cry, and rethink what really matters, all while wearing fabulous shoes and big hair.
When she’s not on stage turning ballrooms into goosebump factories, she’s teaching thousands through her Story Impact Academy how to craft stories that connect, lead, and sell without sounding like a sales pitch.
She’s not here to teach you how to fry chicken. She’s here to help you tell the story behind why you do. Grab your free resources (including the 11 Special Ingredients to Craft Your KFC Story workbook) at KellyFree.com.
By Justin Stewart
IT’S TIME TO STEP UP
“Houston,we have a problem!” One of the many things my father imparted to me was a love of movies! This year happens to be the 25th anniversary of one of my favorite movies, “Apollo 13.” This movie retells the story of the 1970 Apollo 13 mission to the moon that experienced an on-board oxygen tank explosion, aborting the planned lunar landing and turning it into a harrowing rescue mission to try and bring the three-man crew safely back to Earth. If you haven’t seen the movie, or if you don’t study history, I won’t ruin it for you, but they make it back safely!
As I think back on my 30 years of being a KFC franchisee, I am struck by how often we have, for one reason or another, had similar business-threatening events that have caused us to come together to solve problems in order for us to survive as a national brand. Don’t get me wrong; this experience isn’t exclusive to just us. At some point, all brands go through similar events. If you track the top 50 franchise restaurant chains yearly, you get to see which chains are opening hundreds of locations and which are closing hundreds of locations.
In the 70’s, 80’s, and 90’s this list didn’t change that much. McDonald’s, Subway, Burger King, Pizza Hut, Wendy’s, and of course KFC were always in the top 10, but over the last 25 years, franchised restaurants have exploded. So much so that this list seems to be more like a list of the top tech companies. Some have held on like Microsoft and Apple have — think McDonald’s and Wendy’s — while others have slowly declined in the manner of IBM, Intel, CISCO, or our Subway, Burger King and unfortunately, KFC. Those tech companies have all been displaced from the top of the list by the upstarts that disrupted the marketplace in one way or another. The tech
list now looks like this: Alphabet (Goggle), META(Facebook), Nvidia, Amazon, Microsoft, Apple, IBM. Some of the old guard are still there but previous leaders have moved down the list just like in our industry. Barely known brands in the 90’s have now moved up into the top franchised restaurant chains: Chick Fil-A, Starbucks, Chipotle, Dunkin Donuts, even Popeyes.
I make this analogy to say that all companies go through times of growth and decline. The reason that some are able to stay at the top is because just like in “Apollo 13,” in times of difficulty, leaders stepped up,
I make this analogy to say that all companies go through times of growth and decline. The reason that some are able to stay at the top is because just like in “Apollo 13,” in times of difficulty, leaders stepped up, people came together and made the tough decisions to save those astronauts, or their brands.
people came together and made the tough decisions to save those astronauts, or their brands. We can be great again and move right back up that list if we as franchisees, KFCC, KFC Global, and Yum!, all put our hearts, minds, and passion into it! This isn’t just for the U.S. business; it eventually will be the world.
Houston, this is Apollo 13, the ship is secure; this is Apollo 13 signing off. “I sometimes catch myself looking up at the moon, and ask myself, when will we be going back?”
Let’s do this KFC! n
The Hard Way
It is comparatively easy to prosper by trickery, the violation of confidence, oppression of the weak … sharp practices, cutting corners — all of those methods that we are so prone to palliate and do as “business shrewdness.”
It is difficult to prosper by the keeping of promises, the deliverance of value in goods, in services and in deeds — and in the meeting of so-called “shrewdness” with sound merit and good ethics.
The easy way is efficacious and speedy — the hard way arduous and long. But, as the clock ticks, the easy way becomes harder and the hard way becomes easier.
And as the calendar records the years, it becomes increasingly evident that the easy way rests haphazardly upon shifting sands, whereas the hard way builds solidly a foundation of confidence that cannot be swept away.
®
Thus We Builded
*Dictionary: Present participle and verbal noun. To fashion or frame according to a systematic plan or by a definite process, to create, to BUILD reputation.
Reprinted by permission of Colonel Sanders, November 1964. Copyrighted by Harland Sanders, 1973.
KFC JAMAICA CELEBRATES 50 YEARS OF SERVICE WITH ISLANDWIDE FESTIVITIES AND DONATIONS
By Andrei Roper, Marketing Manager for Restaurants of Jamaica
KFC Jamaica recently celebrated 50 years of serving generations of Jamaicans with its signature Finger Lickin’ Good flavor, a true milestone in the brand’s journey. Operated by Restaurants of Jamaica Limited (ROJ), it has grown from a single restaurant on Old Hope Road in 1975 to 42 locations islandwide, firmly cementing its place in the nation’s culinary and cultural fabric.
To celebrate the golden anniversary, a series of impactful activations were rolled out under the theme “50 Years of Finger Lickin’ Good Memories.”
Fifty years speaks to the deep connection Jamaicans have with the KFC brand. We’re proud to celebrate this journey with the people who’ve made it possible, our customers, our team members, and the communities we serve.
The celebrations included nationwide giveaways, in-store promotions, and heartfelt tributes to the brand’s legacy in local media. A major highlight was the birthday celebration on June 18, where customers who had purchased a Big Deal (3 Piece Chicken Combo) were treated to an
additional free Meal Deal (2 Piece Chicken Combo) as a token of appreciation for their loyalty. The promotional deal brought massive excitement and swarms of customers to restaurants across the island, with festive decor and surprise experiences, especially at the first location on Old Hope Road where a grand birthday celebration was hosted.
The anniversary also provided an opportunity to give back. The company donated J$500,000 to 14 children’s homes, supporting food and nutrition in every parish. In addition, 50 children of team members received scholarships to support their educational advancement.
Recognizing the people behind the brand’s success, a Long Service Awards Ceremony was held to honour 170 employees who have served within the organization for 20 years and more. “This anniversary celebrates the strong connections we’ve built with our team, our customers, and communities across Jamaica,” said Mark Myers, Managing Director of ROJ. “We’re proud of what we’ve built together over the past five decades and excited for the journey ahead.” n
Celebrating Dedication: KFC team members proudly display their Long Service Awards in recognition of over 10 years of commitment and excellence. These awards were presented at the Old Hope Road KFC branch as part of KFC’s 50th birthday celebration, marking five decades of flavour, service, and teamwork.
Celebrating 50 years of dedication, innovation, and family
A legacy built on dedication. Edward Williams, Rohan Garwood, Garfield Sterling, and Donald Baugh are honoured by Managing Director Mark Myers for over 40 years of outstanding service.
legacy. The Myers family stands proudly at the heart of KFC Jamaica’s golden anniversary: Michelle Myers Mayne, Director; Mark Myers, Managing Director; Lorna Myers, Chairman and Co-Founder; and Tina Myers Matalon, Marketing Director, honoring the journey and looking ahead to the future.
SOUTHWEST UPDATE: SMART GROWTH & STANDOUT LEADERSHIP
By Shane Lovato
If this summer had a personality, it would be bold, fast-moving, and unapologetically bright, just like the Southwest Region. While the sun has been shining strong, we’ve been working even harder behind the scenes to turn up the heat on innovation, strategy, and recognition for the people who make it all happen. With a focus on connection, education, and appreciation, we’re proud to announce two key initiatives that will define our journey into 2026 and beyond.
First up: Elevate with 11 This brand-new webinar series is designed to deliver 11 impactful learning opportunities through the year. Each one tailored to sharpen skills, share strategies, and help our members grow their business. Think practical insights, live vendor demos, leadership Q&As, and powerful conversations that make you think and act. We’ll kick things off on Aug. 21, 2025, with a special session hosted at Winston Studios, where we’ll explore how small changes in fryer maintenance can make a big difference in kitchen performance and bottom-line results. But Elevate with 11 isn’t just about fryers or webinars. It’s about creating a sustainable space for learning, collaboration, and connection — where voices are heard, and expertise is shared. As the series evolves, we’re building a platform that empowers every member to show up, speak up, and level up.
“Elevate with 11” isn’t just about fryers or webinars. It’s about creating a sustainable space for learning, collaboration, and connection.
strategic move that opens new doors, we’re relocating from Las Vegas to Dallas/Fort Worth. With KFCC leadership now based in Plano, Texas, coordinating their attendance has never been easier. We’re optimistic that 2026 will mark the first time we welcome the full leadership team to our spring meeting, giving attendees the rare opportunity to connect directly with the brand’s top decision makers. So, mark your calendars for Apr. 1314, 2026, and get ready to join us at the Hilton Fort Worth for a meeting that’s as meaningful as it is memorable.
But we’re not stopping there. Spring
Meeting 2026 is shaping up to be one of our most exciting events yet, and this year, we’re going all in on celebration and creativity. In partnership with the Northwest Region, we’ll be hosting a two-day experience that puts our ARLs and RGMs in the spotlight like never before. Inspired by the world of social media influencers, the event will give managers the chance to step into the shoes of TikTok and Instagram stars, because leadership deserves a little glamour too. This isn’t just about fun (though there’ll be plenty of that); it’s a high-energy, high-impact way to honor the dedication of those who drive our brand forward. And in a
As we reflect on the journey so far, it’s clear that the Southwest has remained a stabilizing force in a brand that’s had its fair share of uncertain moments. At times, the foundation has felt as shaky as a teetering Jenga tower. But while others may falter, our region has stepped up providing support, consistency, and encouragement when it’s needed most. We’re here to offer more than just structure; we’re offering strength. Brick by brick, initiative by initiative, we’re helping members stabilize their operations and build something truly lasting.
So, here’s to the next chapter. To smart growth, standout leadership, and summer energy that doesn’t quit. The Southwest Region isn’t just planning; we’re making moves, setting standards, and showing the entire system what it means to lead with purpose. And trust us, the best is yet to come. n
A NEW ERA OF OPPORTUNITY
By Kelly Rodenberg
The next generation of franchisees and operators is already among us, and it’s our responsibility to mentor, support, and empower them.
Aswe turn the page on another quarter, I’m reminded of the resilience, innovation, and camaraderie that define our AKFCF family. In a world that continues to evolve at breakneck speed, our strength lies not just in our ability to adapt — but in our commitment to lead.
This past quarter has been a testament to that spirit. From embracing tough discussions to refining our brand strategies, our franchisees have shown what it means to be forward-thinking while staying true to the values that built this brand. I’ve had the privilege of hearing from many of our franchisee leaders recently, and I’ve seen firsthand the passion and pride that fuel your operations. It’s inspiring — and it’s contagious.
We’re entering a new era of opportunity. Consumer expectations are shifting, and digital engagement is no longer a luxury; it’s a necessity. That’s why AKFCF is working closely with KFCC and Yum! Brands to ensure our franchisees have a seat at the table when decisions are made. Whether it’s piloting new menu items, testing AI-driven drive-thru systems, or enhancing delivery logistics, we’re advocating for tools that work in your restaurants and for your teams.
One of our core missions at AKFCF is to be your voice. This quarter, we’ve made significant strides in strengthening our relationships with new KFCC leadership and ensuring that franchisee perspectives are not only heard — but prioritized. Leslie Sharp, Ron Gardner, and many other committee members have been hard at work addressing sales challenges, KFCC turnover, and marketing alignment. Your feedback fuels these conversations, and I encourage you to stay engaged. Together, we are stronger.
We’re also doubling down on leadership development and succession planning. The next generation of franchisees and operators is already among us, and it’s our responsibility to mentor, support, and empower them. Through AKFCF’s educational and leadership development initiatives and regional networking events, we’re building a pipeline of talent that will carry this brand forward with integrity and innovation.
As we are preparing for our 2026 Annual Convention, I invite you to reflect on how far we’ve come — and where we’re headed. This isn’t just about chicken. It’s about legacy, community, and the shared vision that we can always do better, together. Let’s keep the momentum going.
Thank you for your continued trust, your tireless work, and your unwavering belief in the power of this brand. I’m honored to serve as your Executive Director, and I look forward to what we’ll accomplish next. n
LOCKING ARMS TO SECURE OUR FUTURE
By Ronald K. Gardner, Esq.
AsI write this article, it has been less than 48 hours since the NCAC unanimously approved the member vote to increase the advertising rate by 1.3 percent as part of our Comeback Agreement with KFCC. This is a very big and, in my mind, a very necessary step. It represents a broad understanding by the franchisees that the trajectory the business has been on over the last couple of years cannot be sustained, and if no one else is coming to help us, we need to help ourselves.
If you were with us at the Comeback Ral-
ly in Dallas on August 28-29, or joined our Town Hall Call the day after Labor Day, you know that much was said about the need for this deal. Over the past several years, as our media budget has shrunk (driven by a combination of closed restaurants and lower sales), our share of voice in the media landscape has also decreased. This has been accompanied by an increase in the amount of money being spent and the share of voice being enjoyed by our primary competitors — Raising Cane’s, Popeyes, Wingstop, and Chick-fil-A. Indeed, even smaller competi-
tors like Zaxby’s and Bojangles have seen an increase in their share of voice while ours has been decreasing.
The most alarming thing we learned at the Rally was the direct correlation between our drop in media spending and the decreasing sales that you have been seeing over the last couple of years.
Once that trend became apparent to the NCAC earlier this year, it became incumbent on all of us, corporate and franchisees alike, to try to figure out how to reverse that trend. The future was very bleak without some sort of mechanism to turn that trend around.
In looking at the issue, we relied heavily on data. Driven, in significant part, by the work done by our vendor partner, IPSOS, both the study data and our own experience revealed this truth: if an advertiser can increase their advertising spend by approximately 30 percent, they will see, with a 90-percent statistical confidence interval, a six- to eight-point increase in their sales. Knowing that we were trending at about negative five same-store sales growth through the second quarter versus last year, this offered us an opportunity. If we could prime the pump, we would have the clear opportunity to drive sales back into positive territory. Armed with that knowledge, we set out to make a deal with KFCC and Yum! that would allow us to inject money into the system as quickly as possible.
Initially, KFCC and Yum! agreed to front all that money in exchange for a systemwide, one-quarter percent (0.25 percent) increase in royalties. Knowing full well that many franchisees, and many locations, could fund this themselves and most certainly would not want to sign up for a one-quarter percent increase in royalties, we developed the choice that has now come to fruition. Under the plan, every loca-
tion can choose whether to self-fund this increase or take the Yum! money up front with the one-quarter percent increase in royalties to pay that money back over time.
KFCC is also offering to provide two kiosks to any location that installs Orbit in 2026. I encourage you to give that serious consideration. First, Orbit unlocks our ability to get really aggressive with our loyalty programs, driving a much quicker re-purchase cycle and increased transactions by our customers.
Second, because it is likely that KFCC will require two kiosks in every location at some point in the future, you are saving money now that you would likely have to spend in the future. We know Orbit will be required beginning in 2027. So, if you can install Orbit a little early, you get the two kiosks and get ahead of the system. And if you already have two kiosks in a location where you install Orbit in 2026, KFCC will give you something of alternate value equal to the value of those two kiosks plus installation. Whether you put those kiosks in another location or, if you don’t need or want them anywhere, get some sort of credit against fees owed or otherwise, KFCC is working on that deal. However, anyone who wants to sign up for that deal must do so by the end of this year. Watch for more on that in the upcoming KFCC announcements.
YOU SHOULD EXPECT TO SEE A LOT MORE KFC ADVERTISING EVERYWHERE YOU WOULD SEE ADVERTISING — TELEVISION, RADIO, AND ESPECIALLY IN YOUR SOCIAL MEDIA CHANNELS.
Catherine and her new Chief Marketing Officer, Melissa Cash, have a great team working for them. Indeed, there is talent on this team that I have not seen in the system since 2016 or 2017. You have probably experienced some of that lift in the last month or so with the Wings and Wedges and sandwich promotions. With this change in team and their collaborative approach, we have seen systemwide positive growth for a couple of months now for the first time in years. That is a real reason to feel encouraged!
Your NCAC will no doubt be working closely with KFCC over the next few months to get a calendar for the balance of 2026 in place. I am genuinely excited to see what this next year brings! I hope you share my enthusiasm.
Once this deal is finalized (we have a few ancillary items to attend to with respect to the AKFCF approving the deal in the next few days, the Yum! Board approving the deal in the next few days, and finalizing some agreed upon changes to the NCAC Bylaws and operating procedures), it will be full steam ahead. You should expect to see a lot more KFC advertising everywhere you would see advertising — television, radio, and especially in your social media channels.
While many people acknowledge that this deal feels “unfair,” it is also true that the franchisee leadership, at both the NCAC and the AKFCF, unanimously endorsed the plan. In the end, it might be unfair, but that doesn’t change the fact that something needed to be done.
By the time you read this, I will expect that you will have seen the DocuSign sent by KFCC in which you were to choose, for each of your locations, self-funding or the Yum! money with the royalty increase. That’s the painful part. But I am excited about what this increase in funding can do for the system.
On a serious note, while I am optimistic, it is also important that we all hold KFCC accountable. We have given them a lot of responsibility and have shown a lot of faith in their ability to turn this brand around. They need to deliver — for themselves and for all of us. If they fail to do so, I suspect there will be serious consequences.
Here’s to the future! n
This column is for the general information of members of the AKFCF and should not be relied upon as legal advice. Please see your own attorney or professional advisor for questions concerning your franchise agreement. Ronald K. Gardner is General Counsel of both the AKFCF and the NCAC
