From singular store to multi-site business, McDonald’s franchise owner K Foley Ltd plays an integral role in local communities
Since buying its first McDonald’s franchise in 1999, K Foley Ltd (K Foley) now has an impressive 15 restaurants across the East of England. Owner Kevin Foley purchased his first franchise from his father Terry Foley and is now the franchisee of the original location in Norwich. Kevin previously worked in a McDonald’s branch in Eltham from the age of 14 and believes his familiarity with the company helped build strong foundations for K Foley.
“My father was one of the earliest franchisees of McDonald’s in the UK,” explains Kevin. “When I moved up to join the family in the late 1980s, I initially took the job
in my father’s store as a temporary stop gap but decided to stay. That heritage offered credibility, experience, and insight into how McDonald’s operates, which helped us nurture early growth and avoid some of the pitfalls a completely new operator might face.”
Elaborating further on the complexities of growing from a single operation to a multi-site enterprise, Kevin says ensuring consistency and quality across all 15 sites is a core priority for the company: “As we added new branches, we had to ensure that we kept quality, consistency, and standards in line with what customers expect from McDonald’s, which is no small task as sites accumulate.
“Transition and takeover of existing branches posed integration challenges. For instance, when taking over a branch like Wroxham or the King’s Lynn group, we inherited existing staff and customer expectations. Bridging the transition smoothly required care, clear communication and well-managed change.”
Recruitment and retention
K Foley currently has around 1430 employees across a wide age range, making it a significant local employer. “Our recruitment approach is designed to be open, welcoming, and skills-focused rather than experience-focused,” he continues. “We look for attitude, potential and a willingness to learn, all of which are more important than previous experience.
“Once people join us, our focus is on making sure they feel valued and supported. That means fair pay, predictable schedules and clear communication. We put a lot of emphasis on building strong relationships between managers and team members, and we work to create an environment where people feel safe to ask questions and learn from mistakes. Retention improves naturally when people feel respected and included. For those who want to progress, we offer clear pathways into staff trainer and management roles, supported by accredited training and mentorship. The idea is to give young people both the technical skills to excel and the personal skills that help them thrive in any future career. One of our highlights this year was when one of our young managers, Connor Devlin, who is part way through his Level 6 Business Management degree apprenticeship, won the Aspire award at the 2025 McDonald’s Apprenticeship Awards.”
Alongside the support and dedication given to its employees, K Foley is committed to being involved with local neighborhoods and communities. It recently earned the Good for Good kitemark through the Norfolk Community Foundation, which Kevin says aligns strongly with his personal values and the direction he wants the business to grow. “The kitemark gives us an externally recognized framework to measure our impact, and it holds us to a higher standard as we continue expanding,” he continues. “From day one, we’ve always been eager to help our local communities – I think it’s very important to give back to the community in which you operate. We donate to charities monthly, as part of a seed cooperative with around 25 other businesses. On top of that, we’re involved with helping the homeless in Yarmouth, and supporting local sports teams which give younger generations somewhere to go and feel included after school.”
Consistent quality and performance
Consistent quality and performance Being brand pioneers for the chain, K Foley follows detailed McDonald’s Standard Operating Procedures that cover every aspect of its operations. This includes food preparation, service standards, health and safety and customer experience, all of which are regularly reviewed and updated. Kevin expands on some of the measures undertaken to ensure brand consistency: “Every team member goes through a structured onboarding program, followed by continuous training and development. Each cluster of sites is overseen by one of four Franchisee Supervisors who conduct regular visits, performance reviews, and operational audits. This creates a consistent feedback loop and ensures issues are addressed quickly. We encourage collaboration across sites through weekly manager calls, group chat channels, and an internal portal for updates, news and information.
“We also use approved McDonald’s suppliers such as Welbilt, UCC and WMF for key products, ensuring consistency in quality, pricing and availability across every location. Having the same equipment across all our stores ensures quality and performance stays consistent as much as possible. Overall, our structure is designed to support our teams, maintain high standards, and provide a positive experience for customers across all sites.”
Sustainability strategy
Alongside community and consistency, sustainability is also highly important to K Foley. The company believes being green is essential for expansion, and that sustainable practices are a way of futureproofing the business. Kevin reveals exactly how McDonald’s is planning to make each site more energy efficient: “We are investing in energy-efficient equipment, reducing single-use materials, and choosing suppliers who share our environmental standards. We also track our waste, energy use, and recycling rates across all sites so we can keep improving and make data-driven decisions. The goal is continuous progress, not one-off gestures.”
With Kevin’s sister Kathryn working as an auditor in the business and his youngest son recently progressing to shift manager, K Foley is a strongly family-oriented business and one that continues to grow. “Over the next five to ten years, our priorities for K Foley center on sustainable growth, operational excellence, and deepening our impact in the communities we serve,” concludes Kevin. “We want to build a business that continues to scale but does so with purpose and strong values at the core. As we grow, we want our community impact to grow with us. That includes investing in local hiring, supporting youth development, collaborating with schools and grassroots groups, and ensuring each site contributes positively to the neighborhood it serves. On a more personal note, I’m proud that my youngest son, Lucas, wants to become the third-generation franchisee in the future.
“If every business gives something back to the community, no matter how small, it will make the world a better place and hopefully it will be beneficial for the business going forward as well. In essence, the next decade for K Foley Ltd is about building a stronger, more resilient business, that continues to expand, stays true to its values, and leaves a meaningful mark on every community we become a part of.”