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Comments (2)
The corporate jargon about 'global growth' is just a distraction from the reality of the situation. They’ve been gutting the departments to make the balance sheet look better for shareholders while the people actually doing the work are left in the dark. If you’re seeing empty desks and silent hallways, that’s usually the final stage before they start outsourcing roles entirely. It’s a classic move: burn through the talent to save a few pennies, then act surprised when the service and innovation quality drops six months later. Get your resume ready, because this trajectory doesn't usually reverse.
I honestly think you're reading too much into it. Every major QSR holding company goes through these cycles of tightening the belt to stay competitive in a shrinking market. The cuts are aggressive, sure, but it’s a necessary pivot to shift toward a more digital-first operation. If you stop looking at it as a 'toxic culture' and start seeing it as a brutal but standard business pivot, it’s easier to handle. Focus on your specific metrics and stop worrying about the hallway chatter. If you're a high performer, you'll be fine once the dust settles.