30 best small companies to watch by The Silicon ReviewPavan Kumar
These companies are not only the best small brands in their particular sector, but are giving a tough competition to the industry leaders. The companies that are enlisted are known for their passion and commitment, ability to choose right employees and partners, customer centric approach and more over the ability to conduct business globally.
This webinar explores employee experience and the future of work, including how future-focused brands align brand and culture to better engage—and serve—their people
It's the golden age of marketing today. B2B buyers are engaging with marketing content through digital channels throughout much of their buyer journey. Marketing has the power to contribute to exceptional client experiences and company revenue like no time in the past.
This slideshow is a narrative on the growing importance and changing nature of B2B marketing today. It's also an overview of the services offered by Demand Spring, a Revenue Marketing agency that helps high growth and Fortune 1,000 B2B organizations transform their marketing.
30 best small companies to watch by The Silicon ReviewPavan Kumar
These companies are not only the best small brands in their particular sector, but are giving a tough competition to the industry leaders. The companies that are enlisted are known for their passion and commitment, ability to choose right employees and partners, customer centric approach and more over the ability to conduct business globally.
This webinar explores employee experience and the future of work, including how future-focused brands align brand and culture to better engage—and serve—their people
It's the golden age of marketing today. B2B buyers are engaging with marketing content through digital channels throughout much of their buyer journey. Marketing has the power to contribute to exceptional client experiences and company revenue like no time in the past.
This slideshow is a narrative on the growing importance and changing nature of B2B marketing today. It's also an overview of the services offered by Demand Spring, a Revenue Marketing agency that helps high growth and Fortune 1,000 B2B organizations transform their marketing.
Joining Publicis Sapient means while joining a single, global team that is dedicated to making an impact in the world, together.
Hear from members of our global executive leadership team about why they chose a career at Publicis Sapient and what keeps them here.
Consider a career at Publicis Sapient and start your journey to NEXT.
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#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...Emma Mirrington
Join Joanne Lee, Head of Recruitment, who will be looking at how Capco are using on-line group chat to engage with specialist scarce talent. Through peer-to-peer engagement Capco are building their brand within target markets and promoting the exciting work they’re doing and innovation they are bringing to the industry, without pushing a pure recruitment message.
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
This edition features a few profitable franchises that continuously engrave their name around the globe.
Read More:
https://www.insightssuccess.com/the-10-most-profitable-franchises-to-own-april2022/
Perspectives 2013 is a collection of Reactive's viewpoints from our offices around the world. Download the PDF version from http://www.reactive.com/perspectives-2013.html
The authors live and work in New York, London, Melbourne, Sydney and Auckland.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
Inboundsys is an award-winning Marketing and Technology (MarTech) company based out of Bangalore, India. We are a Hubspot’s Platinum Solutions Partner Agency, providing all-round technological solutions in marketing and sales automation. We are the most experienced and oldest Hubspot partner agency in India that started in 2012, and since then, have been helping diverse clients and industry domains across the globe by solving their marketing challenges and contributing to their business growth.
Joining Publicis Sapient means while joining a single, global team that is dedicated to making an impact in the world, together.
Hear from members of our global executive leadership team about why they chose a career at Publicis Sapient and what keeps them here.
Consider a career at Publicis Sapient and start your journey to NEXT.
Presented at 3|SHARE's EVOLVE'14 - The Adobe Experience Manager Community Summit on Tuesday November 18th, 2014 at the Hard Rock Hotel in San Diego, CA. evolve14.com
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To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
This edition features a few profitable franchises that continuously engrave their name around the globe.
Read More:
https://www.insightssuccess.com/the-10-most-profitable-franchises-to-own-april2022/
Perspectives 2013 is a collection of Reactive's viewpoints from our offices around the world. Download the PDF version from http://www.reactive.com/perspectives-2013.html
The authors live and work in New York, London, Melbourne, Sydney and Auckland.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
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Inboundsys is an award-winning Marketing and Technology (MarTech) company based out of Bangalore, India. We are a Hubspot’s Platinum Solutions Partner Agency, providing all-round technological solutions in marketing and sales automation. We are the most experienced and oldest Hubspot partner agency in India that started in 2012, and since then, have been helping diverse clients and industry domains across the globe by solving their marketing challenges and contributing to their business growth.
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This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
3. 3
Who We Are
What
We Do
&
We are thrilled to have you on the team,
NAME! We would like to acquaint you
with our Global System and Global
Technology teams. We hope you find this
context useful as you onboard to
McDonald’s.
Welcome!
3
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Global Senior Leadership Team
Ian Borden Skye Anderson Jon Banner Joe Erlinger Marion Gross Jill McDonald
Heidi Capozzi
Executive Vice
President,
Chief Financial
Officer
President,
Global Business
Services
Executive Vice
President,
Global Chief
Impact Officer
President,
McDonald's USA
Executive Vice
President,
Chief Supply Chain
Officer
President, IOM
Executive Vice
President,
Chief People
Officer
Mark Ostermann Desiree Ralls-
Morrison
Brian Rice Manu Steijaert Morgan Flatley
Jo Sempels
Vice President, Chief of
Staff,
Office of the CEO
Executive Vice
President, General
Counsel
and Secretary
Executive Vice
President,
Chief Information
Officer
Executive Vice
President
Chief Customer Officer
Executive Vice
President, Global Chief
Marketing Officer and
New Business Ventures
President, IDL
Chris
Kempczinski
President and Chief
Executive Officer
5. 5
Our Foundation
5
Our strategy is underpinned by our focus on running great
restaurants, empowering our people and getting faster,
more innovative and more efficient at solving problems for
our customers and people.
Meeting customers’ basic needs is core to what we do, and we
do that by using our execution strength. We will elevate our
people practices to ensure our people feel welcomed, valued,
and part of the McDonald’s community; we live by our values
every day and are committed to fostering a safe, respectful
and inclusive workplace, providing quality jobs, and making
opportunity open to all. Through Accelerating the
Organization, we will find and scale the best solutions with
speed and agility – driving growth while operating together.
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6. 6
Feed And Foster Community
Our Purpose, Our Mission,
Our Values
6
At McDonald’s, our purpose is to feed and foster communities. We know the actions
we take locally enable us to have a global impact. When we say, “billions served,” we’re
not just talking about burgers. We’re talking about serving our communities,
customers, crew, farmers, franchisees and suppliers. Because we know there’s a
difference between being in a community and being part of one.
How can McDonald’s make the biggest difference? To achieve our purpose we will
focus on four areas that matter to the communities we serve: Food Quality and
Sourcing; Our Planet; Community Connection; and Jobs, Inclusion and
Empowerment. Importantly, we’ve made commitments in areas where we have the
opportunity to truly lead.
To learn more, check out our Corporate Purpose & Impact website, and explore this
page for key internal resources.
Learn more at Global Purpose & Impact - Global Purpose & Impact Homepage
(atmcd.com)
Our Purpose
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Making Delicious, Feel-Good Moments Easy For Everyone
Our Purpose, Our Mission,
Our Values
Our Mission
7
This is how we uniquely feed and foster communities. We serve delicious
food people feel good about eating, with convenient locations and hours
and affordable prices, and by working hard to offer the speed, choice and
personalization our customers expect. At our best, we don’t just serve food,
we serve moments of feel-good, all with the lighthearted, unpretentious,
welcoming, dependable personality consumers know and love.
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8. 8
8
McDonald’s
Strategic Plan
8
Learn MORE @ Accelerating the Arches (mcdonalds.com)
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9. 9
ourselves as a brand that our people, and the people we serve, trust and admire above all others.
Our Purpose, Our Mission,
Our Values
These guide us in all we do
We put our customers
and people first
We do the
right thing
We get
better together
We open our doors
to everyone
We
are good neighbors
Serve Inclusion Integrity Community Family
9
Since we were founded in 1955, we’ve grown and continued to evolve to meet a changing world and changing
customer expectations. However, one thing has remained the same: the backbone of our culture is, and has
always been, a commitment to a set of core values that define who we are and how we run our business.
Our values are the glue that unite us and guide us through every decision we make. They help define our identity
and think beyond ourselves in times of change. When we say, “I work at McDonald’s,” or “I’m a McDonald’s
franchisee” or “I’m a McDonald’s supplier,” it means that we’re part of something special and something bigger
than just ourselves.
As part of the McFamily, we all play a part in ensuring that McDonald’s values are lived in a conscious and
convincing way. If we live them and hold ourselves accountable each and every day, we have the opportunity to
define ourselves as a brand that our people, and the people we serve, trust and admire above all others.
The backbone of our Brand is, and always has been, a commitment to a set of core values that
define who we are and how we run our business and restaurants.
Our Values
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10. 10
Accelerating the
Organization (ATO)
OurTechnologyPlansupportsourgrowthambitions
Through Accelerating the Organization, we are evolving our culture to reduce complexity and get faster,
more innovative, more efficient, and provide exciting career opportunities. Transforming how we work is a
long-term strategy that will take months, and in some cases, years, to fully implement. This site has been
designed to help guide and support your personal change journey and implement our new ways of
working.
Faster, by working
together to solve big
problems once
More Innovative by
co-creating with the
Markets
More Efficient, by
reducing work that
does not align with
enterprise priorities
More exciting career
and work
opportunities by
clarifying career paths
10
Learn MORE @ Global People - ATO (atmcd.com)
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12. 12
Global Technology
Leadership Team
Renee
Giacalone
Vice President,
Strategy &
Planning
Brian Rice
Executive Vice President
Chief Information Officer
JT Scott
Vice President,
Enterprise
Products &
Platforms
David Lloyd
Vice President,
IDL CIO
Whitney
McGinnis
Vice President,
U.S. CIO
TBD
Vice President,
IOM CIO
Steve
Bronson
Vice President,
Infrastructure &
Operations
Asher
Chaudhry
Vice President,
Customer
Technology
Chris
Campbell
Vice President,
ArchOS
Mustafa
Husain
Vice President,
Restaurant
Technology
12
Valerie
Ashbaugh
Senior Vice
President,
Commercial
Products &
Platforms
Wei
Manfredi
Vice President,
Data &
Architecture
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Mike
Gordon
Vice President,
CISO
13. 13
13
A destination for
top technical talent
• McDonald’s is one of the most
recognized and admired brands in the
world.
• We offer competitive
compensation for top-
performing tech talent and robust
benefits (education assistance,
sabbatical, summer Fridays, etc.).
• We are a values-driven and people-
first organization that focuses on
employee development, career growth,
sustainability, and DEI.
• Make a rapid, global impact for billions of
customers at one of the largest companies in the
world (over 40,000 locations
in over 100 countries).
• Build tech your family and friends use at your
local McDonald’s – see it in action!
• We’re constantly implementing product
roadmaps shaped by new technological
disruptors and have priority access to leading
tech due to our scale.
• Work with and learn from diverse, global teams
solving complex problems at scale.
13
LEARN MORE @MCD website
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14
A destination for
top technical talent
• Benefit from a wide breadth
of technical disciplines,
from technology in the restaurants to
customer-facing digital engagement.
• Open career architecture and
abundant career paths allow people to
reskill and upskill.
• So many opportunities to learn, grow,
and have fun: technical challenges,
strong mentorship and access to
conferences, hackathons, meetups,
development platforms and
certifications and employee tuition
assistance.
• Cross-functional teams that fully embrace
product- centricity and Agile ways of working
• We embrace the motto
Fail fast, fail often, but always fail forward and
provide a safe environment to experiment and
learn.
• A culture focused on diversity, equity, and
inclusion with
a commitment to empowering the people and
communities we serve.
14
LEARN MORE @MCD website
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16. 16
ArchOS Vision: A globally
standard, scalable modern tech
platform that leads the
industry
Channels
Security
Foundational Infrastructure
Order & Pay Platform
Engagement & Loyalty
Platform
Data Platform Restaurant Platform
ArchOS Platforms
Mobile In-Store /
Dine In
Drive
Thru
3rd Party
Delivery
Web
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Personalized relationships with
every customer
Technology innovation proven in one
market, scaled in weeks, not years
A crew experience that is so
intuitive it doesn't require training
Tech that rarely fails
Platform costs affordable by both
large and small markets
Customers can travel between
countries using a common app
18. 18
Commercial Products &
Platforms Team
18
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Valerie Ashbaugh
Senior Vice President,
Commercial Products &
Platforms
Asher
Chaudhry
Vice President,
Customer
Technology
Chris
Campbell
Vice President,
ArchOS
Mustafa
Husain
Vice President,
Restaurant
Technology
Wei
Manfredi
Vice President,
Data &
Architecture
Ron Mardenly
Senior Director
Delivery Office
19. 19
ATO Org Changes: Overview of Commercial
Products and Platforms (formerly known as
Engineering and Operations)
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Commercial
Products &
Platforms
Restaurant
Tech
Customer Tech
Data and
Architecture
Delivery Office
ArchOS
• Shifted the focus from domain architecture to enterprise and cross-functional architecture
• Roles cover solution domains, business architecture and reference architecture, including support for enterprise apps (e.g., People and Finance)
• Centralized Data Operations Reliability and Delivery capabilities by adding DMaaS (Data Movement as a Service) from GTIO
• The Delivery Office will be organized by chapters (collection of related engineering roles), led by Chapter Area Leads who define standards for
high-quality engineering, development and testing toolset selection and drive capability building for technical roles
• Created a DevOps COE to mature our application DevOps, Integration / E2E Testing and SRE practices (in partnership with GTIO) by leading
strategy, toolset selection and engineering efforts
• Discontinued the SDM role, day-to-day squad leadership responsibilities will be shifted to Tech Leads in Customer Tech and Restaurant Tech, with
people management and career development residing in the Chapter organization
• Renamed Digital Product Engineering to Customer Tech and Restaurant Tech
• Established goal of maturing to a full product and platform operating model over the next 12-18 months in partnership with MCX – Product and
Design to increase customer centricity, quality, and speed of delivering deployable products
• Organized by channels and experiences (full-stack (e.g., ordering)) to cover front-end systems and corresponding back-end capabilities within
the same teams
• Created new roles (e.g., Tech leads) to provide tech expertise to our squads (e.g., feasibility assessment, solution architecture)
• Discontinued the PEM role and shifted full product responsibilities to MCX – Product and Design while CPP will fully own Product responsibilities
for technology
• Representation of a triad of Product, Tech and Design in every squad and product over time
• Mirrored roles with MCX Product and Design to the extent possible and will continue to evolve over time
• ArchOS is now part of the CPP team and has dedicated VP leadership responsible for technology
• Engineering and Operations is now known as Commercial Products & Platforms (CPP)
Components of structure Description
20. 20
We have defined a target state ‘placemat’
of our products and platforms that we
will evolve towards through 2025
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Group Products Platforms Infra services
Data
Digital Marketing
In-store
Digital
GMA Web Kiosk
GTIO
GTRM
Cloud compute
Network (Next Gen + VPC)
Storage (S3 + RDS)
Identity & Access (G-MS + Akamai)
Data Security & Protection (Encryption + Vault)
End-point & Network Security (SentinelOne + Akami)
Application Security (Veracode)
Loyalty (SessionM)
mCDP (Marketing)
Personalized Offers
(G-MS + VCE)
Ordering
A
B
C
D
Payment (Adyen)
Ordering (G-MS)
Menu (G-MS)
Delivery (G-MS + Partners)
Core + ROA
Global Web Platform – DNA, Adobe, GWS
Accounts
Global Content Management
Supply Chain (SC HUB)
Customer Data (C360 + CCP)
Sales / Transaction Data (STAR)
Restaurant Operations
(OpsPACE)
Compliance/Data Privacy
Distributed
commerce
Engagement
Account, Loyalty & Identity
Offers
Merch & Gaming
Decisioning
Segmentation
Campaign mgmt
Post purchase
POS
Ordering (In-store)
Payments
Voice Recognition
Menu
Ordering (Digital)
Delivery
Channel products: Integrated,
best-in-class applications that
bring all the experiences together
into a cohesive, usable, accessible
interface
A
Experience products (full stack):
Customer or crew-facing
technology experiences that
directly create business value by
delivering powerful features and
leveraging platform functionality
via APIs
B
Platforms: Modular, reusable, and
scalable functionality that enables
multiple product and experiences
through microservices and APIs
C
Infra services: Underlying
foundational capabilities that focus
on automation, efficiency,
consistency, stability, and security
to run Products and Platforms
D
Centers of Expertise: Provide
expertise to squads for limited
periods of time to raise maturity in
specific areas
E
Restaurant
Digital menu
boards (DMB)
POS (NP.36)
Restaurant Tech Platform
(RTP)
Voice Ordering (AOT)
Drive Thru
RFM
Serve (Restaurant)
POS (back of house)
Crew experience
Digital Menu Board
RFM (crew exp.)
Voice (AOT)
Agile CoE
Cybersecurity
engineering
CoE
DevOps CoE
SRE
CoE
E
22. 22
Delivery Office Team
Ron Mardenly
Senior Director
Delivery Office
22
Michael
Weinstein
Director of
Engineering
Restaurant
Tech
Jawahar
Muthukrishnan
Director of
Engineering
Frontend
Matilda
Jayakar
Director of
DevOps
Greg
Zimmers
Director of
Engineering
Digital Backend
Alex
Smith
Senior Manager
Chapter Lead
Digital Backend
Melinda
Gutierrez
Engineering
Enablement
Supervisor
Clement
Rousseau
Senior Manager
Chapter Lead
Digital Backend
Sweta
Dwivedi
Senior Manager
Chapter Lead
Digital Backend
Ashley
Taylor
Manager,
Resource
Planning &
Allocation
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Overview of Delivery Office Team
Delivery Office
• GMA Mobile squads
• Kiosk
• Orders
• Payments
• Flex Delivery
• Platform
(McFlow/Core)
• Accounts & Identity
• Offers & Loyalty
• Manage all
onboarding activities
for engineering
• Provision access into
the McDonalds
environment
• Create, develop, and
deliver the onboarding
curriculum
• Be a champion of
continuing education,
training and
development for the
software engineers
• Manage Runbooks for
engineering teams
• POS
• RFM
• RTM
• Digital Capabilities –
GitHubActionMigration
forCIArgoCDMigration
forCD
• Sesame 1.0 -
Automated Trigger of
Integration tests in CI
for dev, release and UAT
bundles
• Kiosk - Automated
Trigger of Int. tests in CI
for Dev releases/
scheduled trigger of
integration tests in CI
for UAT bundles
• GMA - GitHub Action
Migration for CI
Digital Backend
Chapter
DevOps Testing COE
Frontend
Chapter
EngineeringEnablement
And Resource Planning
& Allocation
Restaurant Tech
Chapter
25. 25
Digital Backend Chapter Team
Greg Zimmers
Director of Engineering
Digital Backend
Melinda
Gutierrez
Engineering
Enablement
Supervisor
Clement
Rousseau
Senior Manager
Chapter Lead
Digital Backend
Alex
Smith
Senior Manager
Chapter Lead
Digital Backend
Sweta
Dwivedi
Senior Manager
Chapter Lead
Digital Backend
Ashley
Taylor
Manager,
Resource
Planning &
Allocation
McDonald
'sBasic
GlobalTech
Overview
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Team
Overview
Digital
Backend
Chapter
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Chapter
Frontend
Chapter
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Rachel Fuller
Engineering
Enablement
Software licenses
Sameer
Potdar
Senior Manager
Chapter Lead
Digital Backend
26. 26
Overview of Digital Backend Chapter
• Digital Order Core-
Order validation,
totalization, &
fulfillment
• GMA Orchestration
Event handlers
State processors
• GMAL
Orchestration
State processors
Reporting services
• Flex Delivery –
Takes care of
choosing the best
DSP based various
factors like delivery
location, availability
• Orders 2.0
Integrated Delivery
– Decouple the
services for
independent
deployment
• Janrain
replacement – In-
house solution to
store and manage
data related to
authentication
• McFlow integration
• CCPA
• Loyalty session
• Dynamic Yield
• Autoheal
• Platform – Create
and maintain
eventing
architecture across
data and capability
products, manage
infrastructure,
implement
automation, enable
efficient software
development and
deployment
• Implement global
and market specific
payment providers
• Implement and
support new Wallet
and enhancements
to Payment MS
• Offers - Facilitate
communication
between Offers
microservices and
SessionM (our
loyalty provider)
• Transition from Java
Spring boot app to
.NET
• Loyalty Domain GW
– old Java app
• Offers Loyalty MS –
new .Net app
Engineering Enablement Resource Planning & Allocation
FryKids McNugets McScouts bruteForce Frappe Arches
CosMcs McRiders McScouts 2 bruteForce 2 McPay Speedee
Digital Backend Chapter
Orders Flex Delivery
Accounts
& Identity
Platform
(McFlow/CORE)
Payments Offers and Loyalty
28. 28
Restaurant POS,
configuration, and
data management
• Centrally hosted, web-based AWS
application (Angular
FE, C# BE)
• Configures POS
restaurant topologies
• Allows markets to change critical
store configurations
• Order taking for customers at front
counter, drive thru,
and kiosk
• Production for increased kitchen
efficiency and speed of service
• Business operations for fiscal
compliance, open/close, and
reporting
• Centrally hosted, web-based
application (Angular FE, Java BE)
• Manages price, product, promotion,
and configurations for POS
• Allows data to be managed across
multiple restaurants
Restaurant Engineering Chapter Products
Center of Expertise
POS RFM RTM
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Restaurant Tech Chapter Team McDonald
'sBasic
GlobalTech
Overview
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Team
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Waysof
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Michael Weinstein
Director of Engineering
Restaurant Technology
Marc
Downer
Senior Manager
Chapter Lead
Res Tech
Orcas McAvengers Hawk Owls McSharks
Kate
Skokin
Senior Manager
Chapter Lead
Res Tech
Wizards
Ryan
Byczek
Senior Manager
Chapter Lead
Res Tech
Digital
Backend
Chapter
ResTech
Chapter
34. 36
There are five foundational
elements for the operating model
Product
Product or Platform
Group
Squad Squad Squad
…
Chapter
Center of Expertise
Chapter
Chapter
(e.g., Java, C#, Design, Research)
A group of resources with similar skills that
are federated into squads (full time or part
time dedicated). Share best practices to
ensure consistency across resources
Group
(e.g., Ordering, Engagement)
A set of related products or platforms
around a specific experience or
customer/crew journey with a clear goal
and priorities aligned with overall
McDonald’s strategy
2. Product or Platform
(e.g., Payments, Delivery, Offers)
One or many squads focused on delivering
work related to a specific experience or
channel with a clear vision, roadmap, and a
prioritized backlog (incl. new features,
technical debt, modernization)
Squad
(e.g., Product selection)
Team composed of product, design and
technology resources delivering
a prioritized backlog
Center of Expertise
(e.g., Agile, DevOps)
Provide expertise to squads for limited
periods of time to raise maturity in specific
areas
1
2
3
4
5
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35. 37
SDEs will work under the
day to day under the
direction of the TRIAD
Overview of the Triad
CPP and MCX – Product and Design
working together
NON-EXHAUSTIVE At the Group, Product and Squad level there will be a
Tech Lead (TL) from CPP and a Product Manager
(PM) from MCX P&D
A cross-functional group that work together to build and
manage a product
Each member of the Triad has an area they lead and
contributes to other areas
PMs are responsible for determining the value
and business viability of any product idea and
will drive the overall product strategy and market
adoption
Tech Leads are responsible for leading
development squads (both internal and external
SDEs) and act as technical SMEs (e.g., tech
feasibility, solution guidance, tech debt)
Designers are responsible for creating
experiences that have usable and desirable
UX/UI for customers and McDonald teams
Tech/
engineering
Design
Product
management Triad
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Chapters will manage SDE
professional development,
evaluations, staffing and recruiting
1. Illustration assumes 1 Product = 1 Squad for simplicity. In reality, there may be more than 1 squad per product
Key responsibilities of a chapter
• Own and ensure the definition and
consistency of practices, development / testing tools
and standards
• Ensure continual professional growth and career
management of SDE’s
Professional development
• Conduct performance evaluations based on a
collaborative 360 review process that will include Tech
Leads
Evaluations
• Partner with Product and Tech Leads on developing
and fulfilling strategic and tactical staffing plans
• Identify, recruit, grow and retain top tier SDE’s
• The composition of skillsets housed in each
chapter will be a function of the engineering needs of
the organization
• Chapters are organized around
technical competencies
Staffing and recruiting
Overview of selected product groups (Illustrative)1
Kiosk Menu
Digital
ordering
Payments
…
…
Chapter
Digital front end
Chapter
Restaurant Tech
Chapter
Digital back end
In-store
channel Group
Initial Focus
Engineer
Ordering
Group
Group Squad
Engineers building front ends in Swift,
Kotlin, Java, etc. (e.g., GMA, Kiosk)
Engineers building restaurant tech in
Java, C#, etc. (e.g., POS, RTP, RFM)
Engineers building backend digital
capabilitiesin Java, C# etc. (e.g., Orders
2.0)
SDEs will work under the day to day under the direction of the
Product Manager and Tech Lead, yet report to the Chapters (Delivery Office)
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Chapter Initiatives
Facilitate the acquisition and
distribution of knowledge.
McDonald
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Quality and Testing
Select and lead the movement
to standardize tools
Lead adoption of standardized
dev, unit, testing components
Standardize Tools and
Processes
Learning
Culture
Documentation, social
engagement, continuous
learning guilds and tech blog
Create and implement
technology-based curriculum
and learning paths
Guilds
Career
Growth
Training and
Knowledge Sharing
Demand
Management
Onboarding
Forecast resource needs and
grow the team as needed
Establishing recruiting and
onboarding process
Set core
competencies, expectation,
performance management
and career progression
Facilitate the acquisition and
distribution of knowledge.
39. 41
McDonald’s Service Center
Our goal is to provide simple, easy, useful HR and payroll services for McDonald’s US based staff.
Contactus@877.623.1955ormc.service_center@us.mcd.com
Summerhours:May–Sept.
Mon–Thurs8am- 5pm & Fri8am- 1pmCST
Mon –Fri
8am- 5pmCST
Let us be your first point of contact for
Payroll
• Payinquiries& transactions
Personal data changes Direct
deposit
• People Portalsupport
• Tax& voluntarypayroll
deductions
• Timereportingsupport &
paid timeoff benefits
• Garnishments
• General HRinquirysupport
• Policies &guidelines
• Onboarding support
• Retirementandvoluntary
offboarding
• Leaves of Absence
EducationalAssistance
• FinancialPlanning
(director &above)
• Matching Giftdonations support
HRConsulting Benefits &LOA
Additional HRContacts
AboutMe(direct deposit,taxwithholding&
changeof address)
MyPaystub
Add/Change PayrollDeductionforRMHC
Donations
GlobalPeopleUSBenefits&Compensation
GlobalPeoplePolicy,FormsandResources
MyTotalRewards Book
Electronic W-2
Paperless
Employee
800.360.1265
Code:623
Employment
Verification
The WorkNumber
800.367.2884
Company Code:
10123
Retirement
Savings Empower
Retirement
833.623.7283
Self Service
McDonald's
HealthPlans
My Health
Service Center
877.469.4015
Health insurance
information
(find adoctor,file
aclaim,etc.)
BlueCross
BlueShield of
Illinois
800.734.8254
McDonald
'sBasic
GlobalTech
Overview
CPPTeam
Overview
Delivery
Team
Overview
Digital
Backend
Chapter
ResTech
Chapter
Frontend
Chapter
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40. 42
McDonald’s
Acronym List
Acronym Definition
1FA Single Factor Authentication (login authentication requirements)
2FA Two Factor Authentication (login authentication requirements)
3-1-Q Plan 3-year strategic, 1-year tactical, quarterly review
3D Approach Diagnose, Develop & Deliver
3DS Digital Decision Display System
3PO 3rd Party Outsource(for delivery)
9-C Schedule 9 Budget Report
A/B SW A/B Switch Box (OTP abbreviation)
A11y Accessibility
AA Affirmative Action
AACM African American Consumer Market
ABC Above and Beyond Character (True Consulting Award)
ABR Automated Business Review
ARS Automated Beverage System /Standard xxx Restaurant Device Name xxx
Acronyms/McLingo
Acronyms List Link
McDonald
'sBasic
GlobalTech
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