Despite recent efforts—including a $2 billion investment toward remodels, marketing, and operator shifts—Curtis acknowledged that the brand's overhaul is ongoing, estimating the transformation is roughly 20 percent complete.
"I just feel we're scratching the surface," Curtis said. "There's still so much to do on the restaurant experience and the restaurant image.
And maybe we're further along than 20%.
But I get out there and I visit restaurants and I'm still talking to these guests and there's still a lot of opportunity."
Addressing the challenge of leading approximately 250,000 franchise employees, Curtis noted that cultural shifts take extended time and persistence.
"The guest experience is where I'm really focused right now, and man, changing culture in a population of about 250,000 employees that aren't technically even ours, that does not get fixed in one training class or one promotion.
You've just got to keep hammering if you're going to get to grade," Curtis said.
He stated that driving success across franchised locations requires instilling a clear sense of mission among workers.
"You have to be purpose driven," Curtis said.
"You have to create purpose in your restaurant population that you're doing something meaningful, not just a job."
Drawing on his past executive experience at Domino's, he highlighted how operational goals create customer value.
"People are counting on us because we have busy lives," Curtis said. "If we don't get there in 30 minutes, we can ruin dinner.
So you have to be purpose driven, and you have to find a purpose or a cause."
Curtis stressed that long-term improvement depends on inspiring franchise owners to motivate their staff.
"You're trying to motivate franchisees who are the employers of these restaurant workers, and you've got to inspire them to inspire others," Curtis said.
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Burger King indicated that additional menu updates and guest-focused initiatives derived from customer feedback will roll out later this summer.
