Mcdonalds gm salary: McDonald’s General Manager Annual Salaries

The Real Reason Taco Bell Will Only Pay Some Managers $100K Per Year

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By Joel Stice/Feb. 28, 2020 2:45 pm EST

Working in fast food doesn’t exactly have a reputation for paying the big bucks, even for those in management. According to PayScale, the average salary for a fast food general manager in the United States is around $41,000 a year. That’s not bad, but it’s not exactly lucrative either. Pile on an extra $60,000? Now we’re talkin’. Taco Bell recently announced a serious pay raise of some of its managers with salaries that are in the $100,000 range (via MarketWatch). 

To put that in perspective, that pay isn’t actually all that much lower than what a Taco Bell franchise owner would make. Not every Taco Bell manager will be making this much, however, and the fast food chain definitely has a strategic reason for offering the six-figure salary. 

It’s Taco Bell’s way of keeping employees

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Food industry publication QSR Magazine’s editorial director Sam Oches said that the salary bump is all about attracting better talent to its restaurants.  “In today’s environment, though, it’s more competitive than ever,” Oches explained (via WBUR). “And so some of these restaurants are looking for ways that they can invest in their employees so that they can limit their turnover and keep their employees at their restaurants and not go to competitors.”

Considering that fast food restaurants are regularly engaged in everything from “chicken sandwich wars” to “fish wars” and “breakfast wars,” this makes a lot of sense. Fast food restaurants see a lot of turnover at all levels, and the fast food manager job can be high-pressure with a constant demand for speed. Oches explained Taco Bell’s hope that if lower-level employees see the high dollar potential, they’ll be less likely to jump ship and opt for working their way up the ladder instead. 

The $100,000 salary will likely only come into play, though, at corporate-operated Taco Bells that pull in over $2 million a year. 

Taco Bell managers make more than McDonald’s

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Even at Taco Bells where general managers aren’t making six figures, Taco Bell still seems to beat out many of their fast food competitors when it comes to pay.  “If you’re in a town with a McDonald’s and a Burger King and a Subway and a Taco Bell, and Taco Bell’s paying the most — there’s gonna be more demand for that position,” explained Oches. 

It’s not uncommon for crew members in cities with a competitive labor market to make $10 to $12 an hour and GMs to make close to $80,000. A Taco Bell general manager on Reddit said their salary was between $55 and $70k — and that was eight years ago. For comparison, a McDonald’s general manager on Reddit in 2017 said they made $45,000 a year. 

Money isn’t everything, of course, but when there’s not that much difference in the job duties, money really can make all the difference. 

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What Do Franchise Mcdonalds Gms Make – icsid.org

January 5th, 2023 // By Martha // Commercial

Jan 05, 2023

Posted by: Martha

Franchise McDonald’s GMs make an average salary of $175,000 a year, with some making as much as $250,000. In order to become a GM for a McDonald’s franchise, one must have a minimum of five years experience working in a managerial role for the company. The GM is responsible for the overall operation of their assigned store, including the supervision of employees, maintaining inventory, and ensuring that customers are satisfied. The average salary for a GM at a McDonald’s franchise is $175,000 a year. However, some GMs can make as much as $250,000 a year, depending on the size and location of their store. In order to become a GM for a McDonald’s franchise, one must have a minimum of five years experience working in a managerial role for the company.

How Much Do Professional Gms Make?

Image Source: databox.com

There is no one answer to this question as professional game managers can make a wide range of salaries depending on their experience, the size of the company they work for, and the specific game they are managing. Generally speaking, professional game managers can expect to make anywhere from $50,000 to $100,000 per year.

The salaries of NFL general managers are widely varying, ranging from $1 million to $7.5 million per year on the low end of the scale, and up to $15 million on the high end. As tempting as it may appear, keep in mind that the highest-paid player in the league, Packers quarterback Aaron Rodgers, has a starting salary of more than $26 million. Because the NFL teams collectively are worth around $4 billion, it comes as a surprise that the league’s front offices are so low-paid. According to reports, Roger G. Goodell, the NFL commissioner, earns approximately $64 million per year. According to online sports betting sites in the United States, Brandon Beane is the favorite to win the Super Bowl as the Buffalo Bills’ general manager.

NFL general managers make a lot of money because they are the highest-profile and most lucrative positions in sports. A general manager in the NFL is typically paid $3 million per year, according to Salary.com. As a general manager, you will have a different number of employees depending on your experience and position in the organization. A GM with 10 years of experience can expect to earn $1.5 million, whereas one with no experience can expect to earn $1 million. Similarly, the highest-paid NFL players earn significantly more than the average general manager. The NFL’s 75th-highest-paid general manager earns $79,500 per year, while the league’s top earners earn $160,000 per year. What other job makes more than NFL GM? While the NFL general manager position is one of the most lucrative, it is not the only one that pays more than this.

What Does A General Manager At Mcdonald’s Do?

Image Source: glassdoor.com

The general manager at McDonald’s is responsible for the overall operation of the restaurant. This includes managing the crew, handling customer complaints, and making sure the food is prepared correctly. The general manager also ensures that the restaurant is clean and presentable to customers.

General Managers at McDonald’s franchise-owned restaurants have a competitive pay, 5 to 10 days paid vacation, dental, vision, and other benefits, so their time off may be well worth it. In this case, the GM has the opportunity to collaborate with other franchisees to create a fun and stress-free workplace. However, as a result of the fast-paced and demanding work environment that they are in, GMs frequently underpaid for their efforts. Working in a franchise is a fantastic option for someone who wants to work for a company rather than one who works at home because the GM will most likely be more hands-on and have more control over the company’s operations.

The Role Of A General Manager At Mcdonald’s

To run a profitable McDonald‘s restaurant, the General Manager must ensure that the restaurant meets the chain’s quality, service, and cleanliness standards. There are very strict requirements for this position, so it is extremely important. In addition to hiring staff, establishing the budget, and launching price promotions that may attract more customers, the General Manager is in charge of marketing and distributing the company’s products. McDonald’s has a strong reputation for high quality, so the General Manager is in charge of ensuring that these standards are met at all times. Working in this type of position can be extremely demanding and time-consuming. As a General Manager at a McDonald’s Franchise restaurant, you will have the opportunity to earn a lot of money, including paid vacations, health insurance, dental insurance, and vision insurance.

How Much Do Mcdonalds Owner Operators Make?

Image Source: jacanswers.com

McDonald’s owners in the United States earn an average annual salary of approximately $300,000, which is 375% higher than the national average.

According to Indeed.com, the average hourly wage for a restaurant hostess in the United States is $9.92, with an annual salary of $21,760. According to the Bureau of Labor Statistics, the average wage for all occupations in the United States is $48. It is true that all occupations in the United States earn an average of $27.92 per hour. A restaurant’s return on investment, whether you slice it or not, is poor. McDonald’s, for example, had a net income of around $150,000 per restaurant, according to the chain. Despite this, even McDonald’s does not generate good returns on investment because a franchise costs more than $1 million and can easily be run for more than $2 million. However, at the highest level of seniority, the salary rises to PHP 31,157 per year, starting at PHP 30,824. It’s a good start, but it won’t be enough for a family to survive. As a result, if you want to work in the restaurant industry, you’ll need to be prepared to work long hours and earn less money than you would in other professions.

The Pros And Cons Of Owning A Mcdonald’s Franchise

The McDonald’s restaurant chain is one of the world’s most successful and well-known restaurant chains. The company has over 14,000 locations nationwide and generated a revenue of approximately $2. 7 billion in 2018, according to reports. As a result, each location makes an average of $2.7 million per year. It is profitable to own a McDonald’s restaurant if you have the necessary resources and desire to do so. Keep in mind, however, that there are a lot of other restaurants that could be an excellent fit if you weren’t interested in owning a McDonald’s franchise.

How Much Does A Mcdonalds Cash Register Make?

McDonald’s Register hourly pay in the United States is estimated to be $12.00, which is 20% less than the national average.

In this article, we’ll go over five things you should know if you want to work at McDonald’s.
McDonald’s is known for its low pay and high working hours.
It is not for everyone.
To stay motivated, you must be able to deal with the stress and long hours that come with your job.
You must be able to work independently and be self-motivated in order to do so.
If you are going to work in cold weather, make sure to dress appropriately.

Working At Mcdonald’s: The Good, The Bad, And The Ugly

Cash employees at McDonald’s typically work in a safe environment, but they are frequently rude to customers. You can only deal with them when you are content and not sad. A cash register worker typically earns $16 per hour, so this isn’t a bad job to have. Shift managers earn an average of $27,922 per year, according to Payscale.

Mcdonald’s Manager Salary

The average salary for a McDonald’s Manager is $40,000 per year. Managers at McDonald’s typically start out at $10 per hour and can earn up to $100,000 per year with experience. The average salary for a McDonald’s Manager in the United States is $40,000 as of May 28, 2020, but the range typically falls between $36,000 and $44,000.

A Store Manager’s salary can range between locations and employers depending on their level of experience. Pay differences may result from a variety of factors, including a small number of salaries submitted per job. This job’s most likely range is calculated by taking the 25th and 75th percentiles of all pay data available for this role into account.

According to PayScale, the average hourly wage for a McDonald’s Manager in the United States is $14.66, which is lower than the national average of $16.50. In California, a McDonald’s General Manager earns an annual salary of $62,562, which is 11% higher than the national average.

How Much Does A General Manager At Mcdonald’s Make An Hour

According to Glassdoor, the average salary for a McDonald’s General Manager is $14.81 per hour.

How Much Do Mcdonald’s Managers Make An Hour Nyc?

The average salary for a McDonald’s manager in New York City is around $48,000 per year. McDonald’s Manager salaries in New York are estimated to be approximately $12.74 per hour, which is 13% less than the national average.

How Much Money Can You Make The Mcdonald’s Manager?

How much does a McDonald’s manager make? McDonald’s Manager hourly salaries in the United States are estimated to be around $14.66, which is in line with the national average.

How Much Does A Regional Manager At Mcdonald’s Make

A regional manager at McDonald’s can make a salary of $40,000 to $50,000 per year.

Martha – Author

In the last 7 years, I’ve been helping entrepreneurs who plan to launch their own businesses & start ups.

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The guys hacked into an ice cream machine – and started a cold war with its manufacturer / Habr

The production of soft ice cream in fast food is a huge business. This delicacy is produced by very sophisticated machines. They are installed in almost every McDonald’s and other restaurants under exclusive contracts with the manufacturer. The price of such a machine is $18,000. And they break down almost every month. Servicing also results in a serious amount every month – and it is allowed to be carried out only by an official distributor.

This Wired story is about two hackers who hacked into the inside of a Taylor C602 ice cream machine, deciphered an undocumented service code (5-2-3-1-then 16 more digits) and built a device to self-diagnose the machine. For this, the manufacturer arranged a real hunt for the guys.

Taylor ice cream machines are installed in McDonald’s restaurants around the world (13,000 in the US). They have a reputation for being extremely fragile and unreliable, as well as being difficult to maintain and completely unfriendly to the user.

Due to the many questionable engineering decisions, they fail so often that they have become a real meme on social networks.

But the most surprising thing is that despite the constant breakdowns, McDonald’s still buys these devices from the food equipment giant Taylor for about $ 18,000, and the manufacturer still keeps the internal structure of the machines a secret from the buyer. What’s more, Taylor maintains a network of approved distributors who charge franchisees thousands of dollars a year for costly maintenance contracts, and on-call technicians come in and enter that secret passcode into the customer’s devices.

This secret menu is part of a special business model that goes beyond the right to repair. According to the hackers, this is real extortion :

1. Sell a complex and fragile car to a franchisee.
2. Don’t explain why it keeps breaking.
3. Get a share of distributors’ profits from repairs.

That’s a lot of cash flow considering the tens of thousands of ice cream machines installed. According to the hackers, McDonald’s is also involved in this scheme, insisting on loyalty to its longtime supplier (if you dare to put another ice cream machine other than Taylor, the company can terminate the restaurant’s lease, in accordance with the franchise agreement).

The two who dared to challenge the corporation are 34-year-old Jeremy O’Sullivan and 33-year-old Melissa Nelson.

Photo: Gabriela Hasburn

They started a little gadget called Kytch. It installs in Taylor’s car and connects to Wi-Fi. Essentially, it hacks into the machine and provides access to a secret diagnostic menu. Kytch acts as a watchdog inside the machine, intercepting and eavesdropping on messages between components and forwarding them to a friendlier user interface than the manufacturer. The device not only displays all the hidden internal data, but saves logs and even offers troubleshooting solutions – all via the web or mobile application.

Kytch device

Very convenient for the restaurant owner. He can save a lot of money if he starts to fix some problems with the machine himself.

But as soon as O’Sullivan and Nelson began selling the hacker gadget, McDonald’s sent a warning to all franchisees that the Kytch device was “copying sensitive information” from machines and could cause “serious personal injury.” This ruined their business: now customers are simply afraid to buy a device, and old subscribers refuse it.

As soon as McDonald’s and Taylor learned of Kytch’s early success, a two-year cold war began, which is now getting hot. At one point, Taylor even hired private detectives to get hold of these devices. Eventually, Taylor introduced its own competing internet-connected monitoring gadget. And McDonald’s began to put pressure on franchisees by sending threatening letters.

After watching the efforts of McDonald’s and Taylor to destroy their business within five months of these letters, the guys now went on the counterattack. A pair of hacker-entrepreneurs are planning to file a lawsuit against some McDonald’s franchisees who they believe colluded with Taylor by giving their devices to Kytch and allowing them to be reverse engineered in violation of the franchisee’s agreement with Kytch. The lawsuit is likely to be just the first step in Kytch’s long-term legal battle against Taylor and McDonald’s.

At the center of the conflict is the most complex Taylor C602 unit, which is sometimes compared in complexity to an Italian sports car.

The main characteristic of an ice cream machine is productivity. Hundreds of complex components of this machine are designed by engineers to achieve this goal. Like other similar devices, Taylor C602 takes liquid ingredients through a hopper (hopper), quickly freezes them in a rotating drum, skimming tiny sheets of frozen mixture from the cold metal surface of the drum using scraper blades, repeatedly mixes the mixture to dissolve as much ice as possible. crystals and then pushes it through the nozzle into a waiting cup or waffle cone.

But what makes the machine special are the two hoppers and two drums, each working independently with precise settings to produce both milkshakes and soft ice cream at the same time. To speed up the flow of ice cream through the nozzle, a special pump is used here, which competitors do not have. During peak minutes, the machine is capable of delivering up to 10 portions of ice cream per minute, which is impossible in other machines.

The notoriously finicky and fragile Taylor ice cream machines are used by virtually every major fast food chain, including most McDonald’s restaurants in the US and tens of thousands of other restaurants around the world.

And while other ice cream machines have to be taken apart and cleaned daily and any remaining contents thrown away, Taylor machines use a daily “cooking” process designed to raise the temperature of the contents to 66°C, pasteurize for a minimum of 30 minutes, and then freezing again in a cycle once a night, which is a real miracle of hygiene and cost savings.

But like Italian sports cars, these cars are just as whimsical, fragile and ridiculously overloaded with details. They work great as long as everything is 100% perfect. If something went wrong, it leads to a crash.

All of these Taylor machine components need to be disassembled, cleaned and lubricated every two weeks . If you forget to insert at least one gasket back, the machine fails. It is not always possible to successfully assemble the machine the first time

Every two weeks, all of Taylor’s precisely engineered components must be disassembled and disinfected. Some parts should be thoroughly lubricated. These are at least two dozen rubber and plastic o-rings of various sizes. Forget one and the pump may fail or liquid ingredients may leak out of the machine. The technical manager of one McDonald’s franchisee said that he assembled Taylor ice cream machines more than a hundred times – and on the first attempt, it worked no more than 10 times. These are very picky cars.

The automatic overnight pasteurization process, instead of making life easier, has become the biggest problem: if the machine has too much or too little mixture of ingredients in the hopper, or if it is accidentally turned off at the wrong moment, or if one of the many other trivial errors occurs , then the four-hour pasteurization process will fail and give some standard, incomprehensible error message. This means that the machine will not operate until all four hours of heating and freezing have been repeated, often during peak ice cream sales hours.

It’s no surprise that machines often break down.

According to statistics from McBroken.com, at any given time in the past two months, anywhere from 5% to 16% of all American McDonald’s cannot sell ice cream.

Many companies are resisting the movement for freedom to repair devices by anyone with the opening of documentation, from Apple to John Deere: see the article US farmers are forced to hack tractors just to fix them. But few of these products need repairs as often as McDonald’s ice cream machines. The company itself acknowledges the problem: “We have a joke about our ice cream machines, but we are afraid that this joke does not work”:

This tweet received 29k likes. Everyone knows that McDonald’s ice cream machines often break down. Hundreds of people are joking that they are willing to spend their covid allowances on fixing an ice cream machine in their restaurant.

O’Sullivan and Nelson met at Bucknell University (Pennsylvania), began dating in the late 2000s, and then both worked as economists at different firms: Deloitte and Ernst & Young. But the work was extremely boring. A few years later, they brainstormed and drew attention to the new American craze for frozen yogurt.

This business was basically built around a lot of ice cream machines – mostly Taylor machines. It worked just like ice cream, but without the pasteurization step, which kills the bacteria in the yogurt. But the ice cream vendors paid hundreds of square feet of real estate rent and staff salaries. Economic engineers decided that the frozen yogurt industry was ripe for revolutionary automation.

So they started developing a device they called the Frobot: a bulky case, like a Taylor car cabinet, with its own TV-sized touch interface and card reader. In other words, they set out to make an automated frozen yogurt shop. The guys hoped to install Frobot in public places, where it would generate passive income.

Frobot

It took them three years to build the first Frobot prototype using a privately advertised Taylor machine. And it took some help from third-party engineers who were hired under the contract. After a test run in the cafeteria of a local medical school, Nelson and O’Sullivan set up Frobot in a Washington DC co-working space, and business went off the rails. The couple quit their jobs and moved to San Francisco to run their startup full-time. The next-generation Frobot was installed at the Palais des Beaux-Arts, where it started earning $500 a day.

But now the inventors had a problem: they wanted their machine to be completely autonomous and operate with minimal human intervention. National Sanitation Foundation regulations required periodic monitoring of product temperatures. This temperature data was hidden in Taylor’s car where they could not access it. However, they accidentally saw a technician from a certified distributor enter the secret code 5-2-3-1 on the machine, which was not mentioned anywhere in the owner’s manual.

Around the same time, at a seminar, O’Sullivan met famed hacker Andrew ‘Bunny’ Huang, who first hacked the Xbox 20 years ago. O’Sullivan and Nelson asked him to conduct a technical review of the device: can temperature data be obtained from the machine and sent in real time to a remote interface?

In late 2016, O’Sullivan and his contract engineer moved to Shenzhen to fully immerse themselves in reverse engineering. They rented a warehouse space above one of the city’s major electronics markets in order to quickly purchase the necessary components there in the process of work.

Andrew Huang figured out the machine and explained to the children that the Taylor machine, like many food processing machines, is essentially ancient technology that hasn’t changed fundamentally in 50 years. This is really the Middle Ages by the standards of modern electronics.

However, O’Sullivan and the engineer made some headway and four months later built the device that would become the Kytch, a hacker device that strips data from a machine and allows it to comply with US health regulations.

Taylor supported their work at the time. The company even sent their ice cream machine to them in Shenzhen. After all, Frobot represented Taylor less of a competitor than a new source of sales, or even a whole new automated market for its machines.

In 2017, Frobot machines began to gain popularity. Tesla installed two in the factory canteen. Six more were installed at the large Levi’s Stadium, and the owners of the football team invested in Nelson and O’Sullivan’s company. Taylor was extremely pleased.

But over time, businessmen noticed the constant mysterious crashes and error messages that all Taylor’s customers complained about. The machines gave messages that the freeze mix was too cold. Or too hot. Or too sticky. They soon found themselves making constant trips to the stadium to help the staff troubleshoot and restore the Taylor machines inside their automata. Andrew Huang was right: jetio is extremely unreliable and ancient technology from the Middle Ages.

The problems went so far that surveillance cameras had to be installed in Frobot’s cabinets. They filmed videos of what could go wrong inside. It soon became clear that the business was not automated at all. In fact, no one at Levi’s Stadium or Tesla was able to maintain the machines without the constant hands-on help of the Frobot founders. And the problem was the extremely unreliable Taylor car.

It began to dawn on O’Sullivan and Nelson that they would have to turn around. And they had already unwittingly created a prototype for another product that offered a solution to this problem. Over the next year, they honed a small Frobot computer component that listened to data from Taylor ice cream machines to see and control all of the machine’s settings, including automatic bypass of the 5-2-3-1 code to access the service menu, a software interface for diagnostics and troubleshooting. numerous failures. The device is based on Raspberry Pi.

Kytch

In April 2019, they relaunched their company, this time under the name Kytch. Nelson toured the San Francisco suburbs looking for restaurants that use Taylor cars. All of these restaurants were offered a six-month free trial, followed by a $10 per month subscription. The first customers were at Burger King and Super Duper Burgers. Gradually, the businessmen were reaching out to potentially the biggest customer ever, using the most sophisticated version of the ice cream machine: McDonald’s.

Most restaurant owners have never had access to, or even heard of, the service menu in the car. The manufacturer deliberately kept it a secret in order to prevent car owners from independently diagnosing. Meanwhile, many McDonald’s owners were paying thousands of dollars a month to Taylor distributors for service. Often maintenance consisted of simple settings that were made through a secret menu. So the developers added a feature to Kytch called Kytch Assist that could automatically detect some of the machine’s common errors when they happened and automatically adjust those hidden variables to prevent some crashes before they happened. The device is installed independently in 20 minutes using a screwdriver.

One franchisee reported that a machine at one of his restaurants broke down virtually every week due to a mysterious failure during the pasteurization cycle. He carefully studied the assembly of the machine again and again, but to no avail. The Kytch installation immediately showed that an overzealous employee was putting too much mix into one of the bins. Another technician said that Kytch “easily saves thousands of dollars a month” despite the fact that the company then doubled the price and added $250 per activation.

Even if Kytch does not fix the problem, it sends an email notification to the owner describing the problem. This is very valuable information that allows you to quickly repair the car.

Word spread rapidly among McDonald’s franchisees and Kytch sales began to double every quarter. O’Sullivan and Nelson hired a third full-time employee. By the fall of 2020, more than 500 devices had been installed and infiltrated Taylor ice cream machines around the world. But the ice cream empire was already preparing a retaliatory strike.

Within two days of Kytch’s launch in late April 2019, O’Sullivan and Nelson noticed that an executive from Taylor had placed an order for the device. The guys were wary, canceled the order and returned the money to him.

A couple of months later, they saw another odd order, this time from an employee at an outside law firm that worked with Taylor. Over the following months, suspicious orders continued. The owners canceled all these orders. Taylor could not be allowed to get the device.

One day I received an order from some unknown person. After searching LinkedIn, he was identified as an employee of Marksmen, a private detective firm that specializes in intellectual property matters. Apparently, Taylor hired private detectives: they used fake names to get a device that hacked into their cars.

Around the same time, Nelson and O’Sullivan received a letter from Taylor asking them to stop using their brand at food trade shows. The days of friendship with Taylor are officially over.

The war started on November 2, 2020. A Kytch salesperson forwarded an email to Nelson and O’Sullivan, which McDonald’s sent out to all franchisees. It warns that installing Kytch will void warranties on Taylor machines. In addition, the letter states that Kytch is “gaining full access to all equipment controllers and sensitive data”, that this “poses a potentially very serious security risk to personnel or technicians who attempt to clean or repair the machine”, and that this could lead to to “serious human injury”. McDonald’s strongly recommended that the Kytch device be removed from all machines and discontinued.

The next day, McDonald’s announced a new machine called the Taylor Shake Sundae Connectivity that essentially duplicates many of the features of the Kytch. The company again reminded all franchisees to remove and not use a third-party gadget.

Over the following months, McDonald’s restaurant owners canceled hundreds of Kytch subscriptions, trials, and commitments. It became impossible to find new clients. Kytch’s only salesperson quit.

Taylor now categorically states that it did not copy the Kytch device and did not intend to do so. According to them, a similar device has been developed for many years. None of the franchisees who spoke to Wired had ever seen or even heard of such a device.

After McDonald’s and Taylor bombarded the startup, Nelson and O’Sullivan concluded that somehow the companies had gotten their hands on the Kytch device. They investigated and found double agent Tyler Gamble, a friendly top manager from the largest McDonald’s franchisee chain, who confessed his love for Kytch and promised mountains of gold, was personally friends with the founders of the startup, and behind their back handed over the device to corporations, although this was prohibited by the conditions use. A friend committed a cold-blooded betrayal and actually killed a startup.

But now Nelson and O’Sullivan are planning revenge and are preparing a lawsuit. It will be based on the fact that Gamble and some other users violated the user agreement when they gave Taylor their Kytch devices in an attempt to curry favor with McDonald’s and its corporate allies.

Lawsuit filed May 10, 2021 against Taylor and his distributor TFG for allegedly stealing trade secrets.

At the same time, Taylor claims that she never had a Kytch device. Regardless of how the legal conflict unfolds, veteran Kytch tech advisor hacker Bunny Huang argues that McDonald’s and Taylor’s efforts to crush the tiny startup represent a form of recognition:

“When the big guys come in and start beating their chests, it’s kind of an admission that you’re a threat to the alpha male,” says Huang, who still owns a small stake in the company. “It shows that there was a demand for the Kytch device and it is truly a revolutionary device. When that happens, if the big guys can’t or won’t embrace the idea, sometimes it’s easier for them to kill the startup and bury the body.”

As for Nelson and O’Sullivan, they have no illusions. O’Sullivan admits that he views this article in Wired as a posthumous description of his company after it was killed by the fast food superpowers. “You’re sort of writing our obituary,” O’Sullivan told the article’s author, Andy Greenberg.

But the battle isn’t really over yet. The company is still alive.

The tiny startup continues to fight a fierce battle. O’Sullivan reminds once again what the battle is about – around such a trivial thing as ice cream cone : “We want the world to know about this, because it is so … I mean, it’s about ice cream! » he says with irritation.

O’Sullivan walks past a McDonald’s with a broken ice cream machine and says gloomily, “That car. The guys haven’t found the secret code yet…”

Working during a crisis (survey results)

772 people were interviewed from November 27 to December 4, 2008. Only data on Ukraine was taken into account, 53% of the respondents (412 people) were from Kyiv, the rest from other cities of Ukraine: Lviv, Kharkov, Dnepropetrovsk, Odessa, Vinnytsia and others.

Professional level of respondents

Layoffs / layoffs

83% of respondents (641 people) reported that they had no changes. 4.4% of respondents (34 people) were fired, 3.1% (24 people) changed jobs on their own initiative. 0.9 was sent on a free vacation% (7 people), the work week was reduced for 1.7% (13 people). The remaining almost 7% (53 people) reported that they now have “more work for the same money.”

Changes with work, %

Salaries

65% of respondents (503 people) reported that their salary has not changed. For 11.4% (88 people) there was an expected salary increase. 9.7% (75 people) did not receive the expected increase, almost the same number – 9.3% (72 people) announced that wage growth was “frozen” for the time being. They cut wages for 4.3% of those surveyed, of which 2.33% (18 people) said they had their wages cut by more than 10%.

Salary changes, %

Falling of the hryvnia

For 18.8% (145 people), the fall of the hryvnia was only at hand — they claim that they receive their salaries in US dollars. Another 35.5% receive a salary in hryvnia, but at an exchange rate quite close to the market one. The remaining 45.7% were less fortunate. For 21.4% (165 people), the calculations are still carried out at the “summer” (pre-crisis) dollar rate. 6.21% (48 people) transferred to hryvnia settlements, 18.1% (140 people) already receive 100% white salary in hryvnia. Unfortunately, according to our questionnaire, it is not clear at what rate the last two groups of respondents receive their salaries.

Payments of dollar salaries, %

Moods

56.7% (438 people) answered “everything is fine”. Reductions are expected, but in other departments 24. 2% (187 people). 8.7% (67 people) expect layoffs in their department, another 7.1% (55 people) believe that the company can go bankrupt at any moment.

Interestingly, Kyiv programmers are less optimistic — among them, only 52.1% believe that everything is fine. They can be understood – 26.2% received a salary at the “summer” hryvnia exchange rate and only 14.0% receive a salary in US dollars (against 21.3% and 18.8% in general in Ukraine).

Sentiment in the company, %

Company comments

Vladimir Alekseenko, Head of Research and Development Department 1C, ABBYY Ukraine:

The salary market for 1C programmers this year (before the crisis) was very overheated. Now this “overheating” is cooling down, stabilization is underway, and it is quite likely that the market level of 1C programmers’ salaries will decrease in the near future. This is primarily due to the fact that those who previously “overheated” the market were the first to rush to lay off specialists, fire them or drastically reduce these high salaries. We are talking mainly about enterprises that are “end users” – they used to offer super-high salaries in order to lure and retain specialists. All this does not mean that salaries will become low, they will simply be more adequately correlated with qualifications, quality of work and the amount that clients are willing to pay for the work of a specialist.

ABBYY Ukraine does not plan to reduce the staff of programmers and 1C implementers. But in times of crisis, it is especially important that all resources, including human resources, work as efficiently as possible. If an employee works inefficiently or the quality of his work leaves much to be desired, then during a crisis it will be much “easier” to part with such an employee than during a shortage of personnel. The company is ready to “shelter” several valuable specialists during the crisis, but only if they are set up for long-term fruitful cooperation and effective work for a market – not “overheated” – salary.

Roman Khmil, Executive Director, GlobalLogic Ukraine:

Outsourcing will continue to grow, growth rates have temporarily slowed down, but by the middle of next year everything will return to normal. Small customers are already actively going bankrupt and some orders will disappear. But the big ones are planning to increase outsourcing, which will not only offset the losses, but will also lead to further growth in the future. No further increase in rates is foreseen. Many companies, in order to retain employees, sell those who are not involved in projects at cost. This is dumping, but Indian companies in this way are now significantly influencing prices in the market, in the direction of their reduction.

Salaries will not increase in the next 12 months. If the crisis worsens and rates in the global market go down, then wage cuts are inevitable. We reduced the “weak link”, those, productivity and quality of work, whose loyalty was in doubt. There is also a tendency to “push” expensive specialists to the market, who were once offered overcompensation due to a shortage of personnel in the market, to specialists with a more adequate price-quality ratio. At the same time, large companies are actively hiring, but mostly experienced specialists, who have now become available on the market and have moderated compensation requests.