Why local trust is more important than marketing campaigns for regional restaurant operator Lemaca
In Newcastle-under-Lyme, UK, a McDonald’s lobby ambassador with 40 years of service was awarded a local business award by his own customers. It’s a modest story, but it says a great deal about Lemaca Restaurants Limited (Lemaca) and its dedicated employees. The franchise group has grown from a single flagship site back in December 1999 to operating 14 McDonald’s restaurants across Staffordshire and Cheshire, with Company Director, Eddie Leligdowicz, behind the wheel for the past 26 years. For Lemaca – now a £70-million operation employing around 1650 people – community isn’t merely a marketing line; as Eddie puts it: “You have to earn the right to operate in a community.” And Lemaca’s approach to doing exactly that is what sets it apart.
Eddie’s journey with McDonald’s began in 1998. While working as an electrical and electronic engineer, he applied to become a franchisee before acquiring his first store in Newcastle-under-Lyme the following year.
“Expanding the business to 14 restaurants wasn’t just a case of financial investment; this growth is predicated on meeting and surpassing McDonald’s exacting brand standards, he says. “I named the business Lemaca, as it’s an anagram of my family’s initials – and it seems to make an association to McDonald’s!”
For over two decades, Lemaca has built on this initial franchise, managing several sites that each play an important part in their local communities.
“Having multiple sites gives you the scope to be a lot more creative with your people in terms of their development and career opportunities,” Eddie continues. “As you grow, you scale, and this results in more disposable cash flow for reinvestment, and an even greater sense of purpose. A network of stores can support each other too. Having one store carries a lot of restrictions but having several gives you far more scope and more flexibility in what you can do. McDonald’s isn’t just about burgers and fries, it’s a people business and I couldn’t be prouder of the management team I have around me as well as all the restaurant team members. Without them doing what they do, we wouldn’t be able to provide the McDonald’s experience that our customers have come to enjoy and love.”
Prioritizing people
Eddie’s philosophy around earning the right to access communities means that Lemaca is committed to supporting the local area. A key aspect of this is its consistent national fundraising for the Ronald McDonald House charities.
“We get involved in many initiatives, both on our own and in partnership with others,” he highlights. “We litter pick daily around our stores, alongside ‘Keep it Tidy’ events where we’ve teamed up with stakeholders, local schools, and community groups. We’ve also worked with local care homes to carry out activities for the enjoyment of residents, such as planting sunflowers in our recycled coffee bean grind compost! We also get involved in grassroots football partnering with local junior football clubs.
“My role is not just leading the business – it’s also about extending that level of influence to stakeholders who are aware of McDonald’s but perhaps not fully cognizant of what the brand does and the principles it stands by. Previously, we’ve opened the restaurant doors to various schools and colleges so students can experience the day-to-day logistics within McDonald’s, ask us questions, and understand how everything operates. It’s all about giving back to the community.”
With one of Lemaca’s employees winning the public vote at the 2025 LoveNULBusiness Awards for her dedication to customer service, a manager winning the prestigious Ray Kroc award in a ceremony in Orlando, and a crew member being selected out of 130,000 national crew members to be McDonald’s Crew Member of the Year, the company is also proud that its staff turnover is below average for McDonald’s.
“We provide a safe, respectful, inclusive environment, we listen to our employees act on their input and we take care of their welfare and wellbeing. I strongly believe happy staff make a happy business, leading to increased staff retainment. The business measures turnover on a 90-day, 180-day, and trailing 12-month basis, alongside ‘Love to Listen’ surveys – internally generated questionnaires to gather employee feedback. I’m happy to report we typically score in the high 90s above 95 percent for satisfaction on those measures,” Eddie reveals. “Turnover isn’t just about people leaving due to unhappiness or dissatisfaction – it’s a combination of several factors. For example, we employ many students who leave for university. Most of them return home and get rehired by us, while others move on once they’ve completed their education with life skills they’ve acquired working for us.”
Bigger and better
Customers today expect convenience from fast food establishments, and so Lemaca has embraced the technology that delivers speed while also developing the business further.
“We’re pushing hard on digital platforms and concepts such as ‘ready on arrival’ concepts, where customers can pre-order and have zero wait for their food. It makes the drive-through model feel quite old-fashioned by comparison!” Eddie enthuses. “The McDonald’s Order Ahead feature is part of a shift towards digital convenience, which Eddie notes is beginning to take over from the traditional in-restaurant face to face experience – yet he believes there will always be a demographic who value the face-to-face personal interaction for which McDonald’s is renowned.
“Every time I’ve tried Order Ahead, it’s been fantastic,” he says. “No queue, no drive-through wait, simply arrive and collect. It might not suit everyone, as some people still like the human interaction, but it’s super brilliant for grab-and-go for customers who are in a hurry and looking for that extra level of convenience. These digital platforms ultimately provide something for everyone. Delivery is also a huge part of our business today through recognized third-party providers.
“As our business grows and expands, it is important that we stay in contact with our customers and solicit their feedback at every opportunity. This feedback allows us to hone aspects of our service and delivery to further enhance our level of service and ultimately delight our customers.”
Growth ambitions ahead include further business expansion and reinvestment, sustainability initiatives and staff development. “The environmental agenda is very important to Lemaca,” Eddie tells us. “Currently, all our used cooking oil goes back into making biodiesel for our delivery wagons, and we recycle all our cardboard, paper cups, coffee grinds, and plastics. We’re now moving into food waste segregation, starting in the lobby and kitchen areas, and we’re working closely with different partners on being more responsible with our waste. It’s all part of our commitment to being kinder to the planet and working towards net-zero and zero landfill.”
Forecasting over £75 million in turnover next year, Eddie maintains his biggest objective is looking after Lemaca’s people.
“I’m a great believer in the ‘people-profit chain’ and taking care of our staff is vital,” he concludes. “I have a very strong team who support me every step of the way, which is a huge comfort, as is all the support I receive from McDonald’s. Ultimately, we just want to keep getting bigger and better.”
