Full-Time

Service Management Senior Manager

McDonald's

McDonald's

10,001+ employees

Global fast-food chain with franchised model

No salary listed

Hyderabad, Telangana, India

In Person

Bachelor's

Category
Business & Strategy (1)
Required Skills
Data Governance

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Requirements
  • Bachelor’s degree is required and the candidate is expected to reside in India.
  • 4–6 years of experience in service management, service catalog management, or operational support within a global or shared services environment.
  • Minimum 12+ years of working experience is mandatory.
  • Experience working with ServiceNow or similar enterprise service platforms.
  • Strong organizational skills and attention to detail.
  • Ability to coordinate across service owners, functions, and central teams.
  • Strong written and verbal communication skills.
  • Comfortable operating in structured governance and data-driven environments.
Responsibilities
  • Adopt and execute enterprise service catalog standards, templates, and data requirements defined by Enterprise Service Management.
  • Maintain the function’s service catalog entries, ensuring accuracy, completeness, and alignment with agreed service level agreements and service definitions.
  • Coordinate with Service Owners to gather and validate service information and updates.
  • Ensure service catalog entries are properly configured and maintained within ServiceNow.
  • Conduct periodic catalog reviews and quality checks to identify gaps or inconsistencies.
  • Partner with the Enterprise Service Management Service Catalog team to support enhancements, structural updates, and standardization initiatives.
  • Support new service onboarding, and existing service changes and retirements through accurate catalog maintenance.
  • Support and facilitate functional service review forums, documenting outcomes, risks and actions.
  • Prepare service performance dashboards, reports, and materials for recurring service reviews.
  • Scope and submit new demand requests.
  • Define service criticality and business continuity attributes and ensure business continuity plans are in place for critical services.
  • Provide oversight over knowledge management and continuous improvement initiatives, overseeing a team of two.

McDonald’s operates a global network of fast-food restaurants offering burgers, fries, and other items, serving customers quickly and affordably. It uses a mix of company-owned and franchised locations, with revenue coming from store sales, franchise fees and royalties, and income from owning and leasing real estate. It relies on digital ordering, third-party delivery, and a rewards program to boost convenience and loyalty, plus family-friendly amenities. Its goal is to lead the quick-service restaurant space by delivering scale, a strong brand, and a broad digital ecosystem, while expanding through franchising and real estate.

Company Size

10,001+

Company Stage

IPO

Headquarters

Chicago, Illinois

Founded

1955

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Simplify Jobs

Simplify's Take

What believers are saying

  • McDonald’s launches Red Bull Dragonberry Energizer nationwide on August 17, broadening beverage occasions.
  • A 2-million-worker retraining program starts in October, targeting consistency after recent launch strain.
  • Recent U.S. openings in Middleville and Cambridge show continued franchise expansion.

What critics are saying

  • Q2 2026 U.S. traffic fell after too many deployments overwhelmed restaurant teams.
  • Value-menu backlash and reduced digital discounts pushed loyal customers toward cheaper rivals.
  • Sustained operational inconsistency would weaken the franchise moat and destroy brand value.

What makes McDonald's unique

  • McDonald’s owns prime real estate and royalties, giving it recurring, asset-backed cash flows.
  • More than 45,000 restaurants create unmatched scale for menu tests and national rollouts.
  • Patrick Gerber’s 25-year operator pedigree reinforces a system built around execution discipline.

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Benefits

401(k) Company Match

401(k) Retirement Plan

Performance Bonus

Long Term Incentive

Company News

Hospitality Career Profile
Aug 11th, 2026
McDonald's USA chief restaurant officer named to lead ops.

McDonald's USA chief restaurant officer named to lead ops. McDonald's USA chief restaurant officer Patrick Gerber joins Sept 1, tasked with fixing operational execution after menu launches strained restaurant teams. Discover more management hospitality career profile Aug 11, 2026 - 22:54 Restaurants Listen This News Article The golden arches rise against a clear sky outside a Chicago McDonald's, unremarkable in the way only a landmark this familiar can be. Inside, the rhythm of a lunch rush plays out in its usual choreography, order screens flashing, fryers timing themselves down to the second, a line of customers checking phones while they wait. It is this exact rhythm, repeated across thousands of restaurants nationwide, that Patrick Gerber has just been tasked with protecting. He has been named the McDonald's USA chief restaurant officer, a role that places the daily mechanics of the world's largest restaurant chain squarely in his hands. Gerber's appointment was announced by Skye Anderson, McDonald's USA president, in a message sent to the broader McDonald's system. He will officially join the USA team on September 1, arriving with more than 25 years of experience across the company's global operations, most recently as senior vice president and chief restaurant officer for McDonald's UK and Ireland. Discover more Indian Cuisine Breakfast Foods Career Resources & Planning A career built from the counter up. What distinguishes Gerber's path to this position is not simply its length, but where it began. He started at McDonald's as a crew member in Switzerland, the kind of entry level role that most executives eventually leave behind on a resume rather than reference as foundational. Yet according to his LinkedIn profile, Gerber worked his way steadily upward through the system, holding roles including senior director of national operations for McDonald's Canada and field vice president for eastern Canada before eventually landing in the UK and Ireland leadership post. That trajectory matters to how Anderson framed the appointment. She said Gerber's experience in the system makes him uniquely suited to lead the operations function at a critical time, noting that he knows firsthand how restaurants run and what it takes to get things right for both restaurant teams and customers. It is a distinction industry watchers often draw between executives who study operations from a distance and those who have spent actual shifts inside a kitchen. Why this appointment comes now. Gerber's arrival is not happening in a vacuum. McDonald's USA saw a drop in traffic during its most recent quarter, a decline management attributed directly to execution problems rather than shifting consumer taste. Company leadership acknowledged that too many menu launches were deployed too close together, creating operational complexities that led to inconsistent execution and, ultimately, lower customer satisfaction. Business & Industrial That admission carries weight in an industry where operational complexity often gets treated as an internal problem rather than something customers actually notice. But for a chain operating at McDonald's scale, even small breakdowns in consistency ripple outward quickly, showing up in wait times, order accuracy, and the overall experience that keeps customers choosing one drive through over another. Discover more Aviation Industry Translating strategy into the daily grind. In his new role, Gerber will be responsible for translating corporate strategy into execution across the entire US restaurant system. Anderson described the goal as strengthening the connection between the priorities the company sets and the way teams actually execute every day, a gap that becomes especially visible when new products or promotions strain kitchens already operating at full capacity. Management His promotion also supports McDonald's broader NEXT strategy, an initiative centered on improving food quality and taste alongside hospitality and customer service. Where corporate strategy documents tend to stay abstract, Gerber's job is to make those priorities tangible inside individual restaurants, translating boardroom language into faster lines, better trained crews, and food that meets the standard customers expect regardless of which location they visit. A retraining effort with global reach. Part of that operational reset includes a retraining program set to launch in October, expected to reach around 2 million workers worldwide, spanning both company employees and supplier partners. A program at that scale reflects how seriously McDonald's is treating execution consistency, not as a single market issue but as a systemic one requiring coordination across its entire global supply and staffing network. Full details on McDonald's corporate structure and leadership are available on the official McDonald's corporate website. What leadership changes reveal about the industry. Executive appointments like this one often say as much about an industry's pressure points as they do about any single company. As fast food chains nationwide navigate rising costs, shifting customer expectations, and increasingly complex menus, the operations role has taken on outsized importance, no longer simply about keeping kitchens running smoothly, but about protecting brand trust one transaction at a time. Recognition and reputation in hospitality can shift quickly in either direction, a dynamic also visible in how Chillika's recent award win in London demonstrates how quickly public perception can elevate a restaurant's standing when execution and identity align. For McDonald's, the stakes are magnified by scale. A single operational misstep at a small independent restaurant might affect a handful of customers in one evening. At McDonald's size, the same misstep multiplied across thousands of locations becomes a headline, a quarterly earnings footnote, and, eventually, a reason for a leadership change. Restaurants A sign, and a system, under watch. Back outside that Chicago restaurant, the lunch rush eventually thins, the fryers slow, and the golden arches continue their quiet watch over the parking lot below. Few of the customers walking out with their orders will ever know Gerber's name, let alone the operational overhaul now taking shape behind the counter. But if his tenure succeeds, they will feel it anyway, in a shorter wait, a more consistent order, a sense that the system behind the sign is working the way it always promised to. That, in the end, is the quiet burden carried by every McDonald's USA chief restaurant officer, not the visibility of the title, but the invisible discipline required to keep millions of daily transactions running exactly as customers expect, one restaurant, one order, one shift at a time.

QSR Magazine
Aug 11th, 2026
McDonald's adds first-ever energy drink with Red Bull.

McDonald's adds first-ever energy drink with Red Bull. Aug 11 2026 The nationwide rollout follows a U.S. test of the Red Bull Dragonberry Energizer and marks another expansion of McDonald's beverage strategy. McDonald's is expanding its beverage lineup with its first energy drink offering, along with new crafted soda options. Beginning August 17, participating U.S. restaurants will offer the Red Bull Dragonberry Energizer, combining Red Bull with blue raspberry syrup and freeze-dried dragonfruit pieces. Customers can substitute Red Bull Zero for a reduced-sugar version. Participating restaurants will also sell 8.4-ounce cans of Red Bull. The nationwide rollout follows a U.S. test of the Red Bull Dragonberry Energizer and marks another expansion of McDonald's beverage strategy. The chain previously introduced crafted sodas and Refreshers as it looked to offer customers more drink choices. "We've seen growing enthusiasm for our crafted sodas and refreshers as fans look for more variety and options to fit every occasion," Alyssa Buetikofer, chief marketing and customer experience officer for McDonald's USA, said in a statement. "They loved the Red Bull Dragonberry Energizer when we first tested it in the U.S., so we're excited to give fans nationwide the energy they've been craving with Red Bull. And we're just getting started." McDonald's is also adding the Vanilla Swirl, which combines vanilla flavor with a choice of Coca-Cola, Diet Coke, or Coke Zero Sugar and is topped with cold foam. Other beverage options available at select restaurants include Orange Dream with Fanta and reduced-sugar crafted sodas featuring Diet Dr Pepper, Dr Pepper Zero Sugar, and Sprite Zero Sugar. The additions arrive as McDonald's continues to build out a beverage platform that extends past its traditional soft drinks and coffee offerings. Crafted sodas and Refreshers have provided the chain with additional customization and flavor options. The Red Bull Dragonberry Energizer and new crafted soda offerings will be available at participating McDonald's restaurants beginning August 17. Refreshers and Red Bull Energizers contain caffeine.

BizWorld Ireland
Aug 10th, 2026
Irish fast-food chain Supermac's secures trademark victory over McDonald's in United Kingdom.

Irish fast-food chain Supermac's secures trademark victory over McDonald's in United Kingdom. August 10, 2026 By jan The UK Intellectual Property Office has delivered a decisive ruling in favour of Ireland's Supermac's, granting the Galway-headquartered fast-food operator permission to register both its corporate name and visual branding throughout the United Kingdom. This latest decision marks another chapter in the protracted trademark dispute between the Irish family business and the American multinational corporation. The British regulatory body's determination represents a substantial commercial breakthrough for the Irish company, which has been locked in trademark conflicts with McDonald's Corporation across multiple European jurisdictions for several years. This victory provides Supermac's with legal protection for its brand identity in the UK market, potentially opening pathways for future expansion beyond Ireland. Founded by Galway entrepreneur Pat McDonagh, Supermac's has grown from a single outlet to become one of Ireland's most recognizable indigenous food service brands. The company operates numerous locations across the Republic of Ireland and has sought to establish trademark protections internationally as part of its broader growth strategy. Enterprise Ireland has previously supported Irish food businesses in navigating international market entry and regulatory frameworks. The trademark confrontation between these two restaurant chains has unfolded across several European territories, with Supermac's challenging what it characterizes as McDonald's practice of registering trademarks defensively without necessarily using them commercially. Previous rulings from the European Union Intellectual Property Office have sided with the Irish operator, determining that McDonald's had not sufficiently demonstrated genuine use of certain registered marks. McDonald's has historically maintained an extensive portfolio of trademark registrations covering variations of its core branding elements, including terms incorporating "Mac" and "Mc" prefixes. The corporation has consistently defended these registrations as necessary protection for one of the world's most valuable commercial brands. However, regulatory authorities have increasingly scrutinized whether such broad trademark claims extend beyond legitimate business protection. The UK Intellectual Property Office's recent determination follows established legal principles requiring trademark holders to demonstrate active commercial deployment of registered marks rather than merely warehousing them to prevent competitor use. This doctrine, known as genuine use requirements, aims to balance intellectual property rights against competitive market dynamics. For Supermac's, the British ruling provides legal certainty that could facilitate potential business development activities in the UK market. The decision confirms that British authorities recognize meaningful distinctions between the Irish company's branding and that of McDonald's, despite superficial similarities in naming conventions common throughout the quick-service restaurant sector. Irish businesses expanding internationally frequently encounter trademark complexities when entering established markets dominated by multinational competitors. The legal framework governing brand protection across different jurisdictions requires careful navigation, particularly for companies in sectors where naming conventions share common elements. The outcome may influence how regulatory bodies across Europe assess trademark disputes involving defensive registrations versus active commercial use. European intellectual property law continues to evolve regarding the balance between protecting established brands and preventing anti-competitive trademark strategies that could restrict market entry for legitimate competitors. This development arrives as Irish food service operators increasingly look beyond domestic markets for growth opportunities. The regulatory clarity provided by this ruling removes a significant legal obstacle that had previously clouded Supermac's ability to establish formal trademark protection in one of Europe's largest consumer markets. McDonald's retains the option to appeal the UK Intellectual Property Office determination through British legal channels. The corporation has not publicly indicated whether it will pursue further legal remedies regarding this specific ruling. Meanwhile, separate trademark proceedings between these parties continue in other jurisdictions. The Irish company's legal persistence across multiple European forums demonstrates the strategic importance indigenous businesses place on securing intellectual property rights when competing against corporations with substantially greater resources. Trademark protection remains a critical asset for any business seeking to build brand recognition and customer loyalty across international markets. This latest ruling adds to the growing body of regulatory decisions examining where legitimate trademark protection ends and anti-competitive brand monopolization begins. The outcome provides Irish businesses with a precedent that determined legal challenges against even the world's largest corporations can succeed when grounded in established intellectual property principles.

Yahoo Finance
Aug 10th, 2026
Airbnb vs. McDonald's: Which consumer stock offers better value in 2026?

Airbnb and McDonald's present contrasting investment opportunities as consumer stocks heading into 2026, with each offering distinct risk-reward profiles. Airbnb operates a global marketplace connecting over 5 million hosts with guests seeking unique stays. In fiscal year 2025, the company reported revenue of $12.2 billion, up 10% year-over-year, with net income of $2.5 billion and a 20.5% net margin. Its debt-to-equity ratio stands at a conservative 0.3x. McDonald's serves as a global franchisor operating over 45,000 locations worldwide. The company generated $26.9 billion in revenue in FY 2025, up 3.7%, with net income of $8.6 billion and a 31.9% net margin. It produced $7.2 billion in free cash flow. Airbnb represents higher growth potential through experiential travel trends, whilst McDonald's offers stability through its established franchise model and real estate holdings.

Yahoo Finance
Aug 8th, 2026
McDonald's alienates loyal customers with slower service, satisfaction scores drop

McDonald's admitted that its value-focused strategies alienated loyal customers, according to its second-quarter 2026 earnings call. The fast-food chain launched "McValue 2.0" deals, including a $4 breakfast meal and items under $3, to attract budget-conscious diners after years of price increases. CEO Chris Kempczinski said restaurant teams were "overwhelmed by too many deployments in the quarter", leading to slower service times and lower customer satisfaction scores. Performance varied significantly across locations, with some restaurants struggling to execute the new programmes. McDonald's reported revenue of $7.10 billion for Q2 2026, up from $6.8 billion the previous year. However, CFO Ian Borden expressed dissatisfaction with US comparable sales growth of just 0.8% for the quarter.